Enhanced Stakeholder-Issue Analysis Training

Stakeholder-Issue Analysis Training, March 25, 2008Tisza River Basin, Uzghorod, Ukraine

Enhanced Stakeholder-Issue Analysis Training

March 25, 2008Tisza River Basin

Uzghorod, Ukraine

Martine Poolman [email protected] student, Section of Water Resources Management Faculty of Civil Engineering and GeosciencesDelft University of Technology, the Netherlands


Morning Programme

9:45 - Introduction - Expectations of training

10:30 - AWM introduction- IWRM and AWRM compared- How Stakeholder-Issue Analysis fits in

11:15 - Coffee/Tea Break

11:30 - Exercise: AWRM and IWRM- Questions & Discussion

12:15 Lunch


Participants will leave today with more experience, practice and confidence in how stakeholder-issue analyses:

• Can be carried out• Fit in with the concept of Adaptive Management• Are of importance when setting up management plans• Have advantages and disadvantages (which you can deal with)


Introduction Round


NeWater Project

• New Approaches to Adaptive Water Management under Uncertainty

• EU research project with 43 project partners

• Goal: Develop new robust strategies for adaptive water management that are implementable in the real world

• Case studies in Rhine, Elbe, Guadiana, Tisza, Amudarya, Nile and Orange


This training

• Part of NeWater Project• In cooperation with the NeWater Case Study Basins

• Upon request theme of choice

• To spend a day discussing and practicing

• Help answer some questions about theme

• To provide you with (access to) sufficient information to disseminate today’s training to colleagues


Martine Poolman

• PhD researcher @ Water Resources Management, Civil Engineering

• MSc. in Policy Analysis from faculty of Technology, Policy and Management, TUDelft

• Field work:– carrying out stakeholder and institutional analyses

– Main focus now on Ghana, to understand more about maintenance issues around small reservoirs used for irrigation, livestock drinking and fishing.


Expectations of Training

• ?


Questions posed in Rhine• When do you involve stakeholders?

• Too little, too much communication?Under/Overdosis of information vs. Waking sleeping dogs

• How to “win” stakeholders over?– those who have real stake– those who don’t have stake but can prevent work

• How to deal with difficult stakeholders?

• Which information do you share?

• How to balance interests of stakeholdersEnvironmental groups vs. Agrarians

agrarians vs. agrarians

mipoolman

Sticky Note

The reason I added the fly-ins, was because the last question struck me as extremely interesting since agrarians (especially in the Kromme Rijn) could be of many different types. For example, you have the fruit-farmers and the livestock farmers. In the Kromme Rijn there has been some tension between the interests of these two and therefore decision-makers must make sure to specify which type of agrarian they mean.


Introduction to Integrated and Adaptive Water Resources

Management


Challenges for water management

• Uncertainty due to Global ChangeClimate change, population growth, economic growth, etc. (in)directlyinfluence demand and supply of water

• Uncertainty in management Uncertainty of monitoring, data collection, interpretations, effects of new pollutants

• Uncertainty due to ComplexityLinks with other sectors, with up- and downstream water-users, with institutions, at various scales and time frames


Traditional water management

• Relied on predict and control• Sectoral approach

• Focused more on controlling local hydrological problems through, for example,– Dikes to protect towns against floods– Reservoirs for irrigation water– etc.


Dublin Principles (1992)

• Freshwater is a finite and vulnerable resource,

• Water development and management should be based on a participatory approach at all levels;

• Women play a central part in the provision, management, and safeguarding of water;

• Water should be recognised as an economic good.


Integrated Water Resources Management

mipoolman

Sticky Note

From the Dublin Principles, the concept of Integrated Water Resources Management emerged. This diagram shows the integration of three systems as proposed by the Global Water Partnershop (GWP).


IWRM is not an end in itself, but a means of achieving:

• Efficiency to make (water) resources go as far as possible;

• Equity, in the allocation of water across different social and economic groups;

• Environmental sustainability, to protect the water resources base and associated eco-systems.

GWP (2000)


However,

• A lot of discussion about implementation (how to)• Site specifications make prescriptions difficult• Have to deal with various laws and regulations

So, there are a lot of uncertainties and variations to deal with


Adaptive WRM

• Acknowledges explicitly uncertainties and complexity of the systems to be managed,

• Is a systematic process to improve management approaches by learning from the consequences of implemented strategies,

• Active involvement of stakeholders in the process of developing, implementing and monitoring of river basin management plans is key.

mipoolman

Sticky Note

The concept of IWRM, however, has been under some pressure as shown in the previous slide. This has led to the concept of Adaptive Water Resources Management. This concepts focuses more on the three points in this slide. The interesting point for this workshop, since we are talking about stakeholders, is the third.


“Adaptive management is learning to manage by managing to learn” (Bormann et al, 1993)

Managing to learn from:– The past

– Present similar actions

– Other people doing similar things

– Stakeholders who will be affected by (lack of) changes


Traditional AWRM

Command and Control

Prediction, quantification of risk

Centralised governance

Negotiate acceptable solutions

Scenario planning

Polycentric governance, shared responsibilities, participation

Cross-sector policy integration

Decentralised Infrastructure

Multi-functional landscapes

Mix: technical, social, ecological problem solving approach

Sectoral management

Central infrastructure

Single function landscapes

Pure technical approach to problem solving

Whose scenario?With whom?

mipoolman

Sticky Note

This slide gives an idea of some of the differences between what we call the traditional water management practices and the adaptive water management practices. I circled and added blurbs to indicate what this means for involvement of stakeholders. You will have to realize whom you will need to negotiate with, who has made the scenarios (and who may or may not agree with these), cross-sector integration means integration between different types of groups of people, and mixing problem solving approaches means understanding who you are dealing with and how they prefer and view these approaches.


Processes in adaptive water management• Involvement of stakeholders

– Exchange information – Integrate knowledge & requirements set by others – Build commitment– Receive and give feedbackStrive for: Balanced representation and access to information

• Decision making processes– open to information from diverse sources– allow for changes in rules and structures– exchange information and work across spatial scales and sectors


Decision-making process

mipoolman

Sticky Note

I like to link Adaptive water management practices with the decision making process, because that is after all a process most water managers "have to" deal with in daily work activities. That is why I included this slide and make reference to it in the following slide.


Stakeholder-Issue Analysis fits in …

• Identifying key stakeholders• Assess their interests• Assess how interests (may) affect project• How best to accommodate stakeholders (strategy)

• Assessment of socio-economic context• Examination of dynamics of that context

~ people change, ideas change, situations change

stakeholderissue

mipoolman

Sticky Note

Since we are talking about Stakeholder Issue Analysis, I wanted to show how this fits in with the decision-making process. This slide is the first step of showing that by indicating where the stakeholder analysis and the issue analysis come in.


Formulate the topicIdentify who the stakeholders are

Make an inventory of the stakeholders’ perception, goals and their interests (ISSUES) towards the topic

Prioritize stakeholders according to interests in proposed project work

Determine the dynamics of the network of stakeholders Identify potentials for collaboration

Draw up potential strategies for obtaining support or reducing obstacles

~ Stakeholder(Issue) Analysis Steps

mipoolman

Sticky Note

This slide shows the steps of the Stakeholder Analysis. The next slide will show how these steps could fit in with the decision making process steps.


Formulate the topic

Identify who the stakeholders are

Make an inventory of the stakeholders’perception, goals and their interests

towards the topic


Determine the dynamics of the network of stakeholders

Identify potentials for collaboration


Evaluate outcomes

Decision-Making Process Steps Stakeholder-Issue Analysis Steps

mipoolman

Sticky Note

The information gathered from the stakeholder-issue analysis steps could be used at various moments in the decision-making process as indicated by the “spaghetti” of arrows.


Coffee and Tea break


Exercise part 1

1. Drawing train station2. Listing elements of own drawing3. Listing elements of some one else’s drawing4. Comparing element lists5. Plenary discussion


Reason for exercise

To see – how people’s perceptions are different– how some perceptions are similar– that you can look at the same thing but see different things

When dealing with stakeholders, this is important to realize:- Not everyone shares the same ideas- Not everything is clear to others- Interpretations are different


Afternoon Programme

13:15 - Exercise part 2 Stakeholder Analysis- Introduction to Stakeholder-Issue Analysis


14:45 - Examination of SI-analysis steps (interactive)- Exploration of tools/instruments available to use



Lunch


Formulate the topicIdentify who the stakeholders are

Make an inventory of the stakeholders’ perception, goals and their interests (ISSUES) towards the topic


Determine the dynamics of the network of stakeholders Identify potentials for collaboration


~ Stakeholder(Issue) Analysis Steps

Exercise part 2


Exercise Stakeholder-Issue Analysis (part 2)

Step a• In groups list the people you will find near or in your

station– How did you start identification?

– Can you group them in certain interests?


Exercise Stakeholder-Issue Analysis (part 2)

Step b: Formulate the topicStation is considered unsafe and will need to be altered

- Determine why the station is unsafe - Determine what will need to be altered


Formulating the topic

• How did you determine• What would you have done in the “real world”?

• Context in which issues are to be resolved• Clarify the objectives• Identify constraints

• Interviews• Visit to site (community mapping, transect walks, etc)• Background study (literature or talks about similar proj’s)




Identify Stakeholders

- Build up on initial list (step a)

How to:- Brainstorm within team

- Literature review/ past experience

- Semi-structured interviews with “experts”

What to ask?

mipoolman

Sticky Note

Identifying Stakeholders is like the “Who is it?” game. Did you ask yourself and your team sufficient questions to determine if you have covered all stakeholders large and small? Can you “eliminate” some stakeholders because their interest is represented by another or because they can be grouped? See the following slides for more questions.


Identify Stakeholders (2)

What to ask?- Can they contribute to decision-making?

- Are they needed for implementation?

- Can they block decision-making and implementation?

- Are they affected by or have interest in the issues at stake?

~ from HarmoniCOP Handbook, 2005


Identify Stakeholders (3)Also realize:

- Who are the “voiceless”?

- Who are the representatives?

- Who is responsible for what is intended?

- Who is likely to mobilize for or against project?

- Who can make project more effective through their participation?

- Who can make it less effective by their non-participation or opposition?

- Who can contribute financial and technical resources?

~ World Back Sourcebook, 1996


Stakeholder Analysis tables

2.

1.

Impact of issue on stakeholderPositionInfluence/power

Interest in issue

Involvement in issue

Stakeholder

3.

2.

1.

Relative priorities of interests (scale 1 to 5)

Potential project impact (+ or -)

InterestsStakeholder

2.

1.

Position on Issue

Resource Mobilization Capacity

ResourcesGroup’s/ stakeholder’s Interests in Issue

Group/stakeholder


Inventory of perceptions, goals, interests, resources (1)

• Stakeholders’ position on topic• Level of influence they hold• Level of interest they have• Group to which they belong or can be associated with



A. Quick and Dirty- Would want to reach what?- Why would want to reach these goals?- Which (dis)advantages will arise for stakeholder during

project?- Which resources do they have that are needed?

mipoolman

Sticky Note

This is a “how to” slide. By answering the questions you gain a quick overview.



B. Goal Action Diagram

Goal: obtaining a new house

Search real-estate websitesPlace advertisements

Walk through desired neighbourhood

Read advertisements Inform/ask contacts (friends, family, colleagues,etc)

- Real-estate agent- Family, etc.

mipoolman

Sticky Note

Another way to make an inventory of perceptions, goals, interests and resources could be by creating goal-action diagrams.


Prioritizing Stakeholders

Stakeholder classification grid:– Power vs interest– Influence vs influence


Assess Dependencies


Assess Network of Stakeholders


Taking dynamics into account

• Situations change continuously– Ideas change

– Stakeholders change

– Relations between stakeholders change

– Policy changes

• In grids: mark possibilities for change– Foresee-able changes

– Possible changes

In order to identify potentials for collaboration




Existing Tools (others)

• Participatory Approaches

• SWOTs

• Network-Influence mapping

• Role Play Games


Participatory Approaches

• For introductions

• Creating a good atmosphere

• Seeing is also learning

• Who does what in community

• When/where do things take place

• How satisfied are people

• Past experiences

• Future dreams

• Capacities of stakeholders


Example of seeing is learning


Dam wall

Reservoir

Irrigation area


Weaknesses- What could be improved?- What is done badly?- What should be avoided?

SWOTsStrengths

- What advantages does the approach have?- What is done well?- What relevant resources do people in the approach have access to?- What do others see as strengths?

Opportunities- Where are the good opportunities that those setting up the approach are faced with?- What are the interesting trends the members are aware of?

Threats- What obstacles are being faced?- Are relevant situations changing?- Are there cultural conflicts?


SWOTs of our approach to make train station safe

• Strengths:

• Weaknesses:

• Opportunities:

• Weaknesses:


Influence Network Mapping




Black = commandRed = moneyGreen = support/adviceBlue = informationYellow = future links




Cut-point

Feedback and network learning



Role Play Games• Placing SHs in someone else’s “shoes”

• Experience a real-life situation without having to take the risks in real-life

• Learn more about others’ situation

• To practice and examine:– How to solve problems

– Willingness to take risks, make trade-offs, change behaviour

See also: http://serc.carleton.edu/introgeo/roleplaying/reasons.html


Role Play Games

Example of our students: African Village Water Supply• Roles:

– Missionaries

– 5 villagers (chief, woman, man-with-a-plan, owner of land, man)

• Water Supply– Sand dams

– 3 locations

• Issues?




Potentials for collaboration

• We have:– the long-list

– the categorisation

– the prioritisation … of stakeholders.

– An idea of possible changes to take into account

– An idea of dynamics we may need to take into account

• So we can draw up strategies


Potential Strategies

• Based on:– Perceptions, goals, interests

– Power and influence on goals and each other

– Criticality and dedication

– (dynamic) position within the network of stakeholders

• Participation Spectrum


Participation Spectrum


But how do we evaluate whether what we’ve done (so far) is sufficient, satisfying (for all parties?) and useful?


Outcome Mapping

• A way to measure successful development of a programme/project

• Focus on behaviour of ALL stakeholders– Includes the project owner

– Based on expectations/ideas of project owners

– Requires feedback from stakeholders

• Helps to be specific about the targeted stakeholders, the changes you expect or would like to see and the strategies you employ


Outcome Mapping

• Results = focused on change in processes and outcomes, therefore:

• Results = changes in behaviour, actions or relationships that can be influence by project

• Enhances understanding of change processes

• Focus on M & E activities to obtain feedback from stakeholders


End of Day

• Evaluations

Documents

Enhanced Stakeholder-Issue Analysis Training