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Summing up from yesterday WP3 – a stakeholder involvement in april/may 2013 What CLUVA results to present to stakeholders and how? Find the energy where.

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Presentation on theme: "Summing up from yesterday WP3 – a stakeholder involvement in april/may 2013 What CLUVA results to present to stakeholders and how? Find the energy where."— Presentation transcript:

1 Summing up from yesterday WP3 – a stakeholder involvement in april/may 2013 What CLUVA results to present to stakeholders and how? Find the energy where such a process would be valuable – where is it realistic? 16.11.2012Lise Herslund Slide 1

2 Where is the energy? Include CC adaptation in structure plan in Addis – how to make this transformative? What stakeholders and what processes? In Dar – masterplan process closed process! -but Kombes recommendations for awareness raising and participatory management in hazard-prone areas -What stakeholders and processs? 16.11.2012Lise Herslund Slide 2

3 Stakeholder engagement in strategy making ”In collaboration with stakeholders come up with strategic measures and points of action for climate change adaptation in the CLUVA case cities…..” (from the CLUVA project document)

4 Agenda -Why do we need to involve stakeholders? -Advantages and disadvantages -Involving for resources, anchorage and legitimacy -Questions to consider when identifying stakeholders -Stakeholder involvement in your cities? Slide 4

5 The process of strategic planning Slide 5 Healey, 2009

6 You need stakeholders that… Provide knowledge and input Represent formal institutions (National/local government, agencies) Represent broader community interests (remember the most vulnerable groups) You need them to… Define priorities and assess trade-offs Act as community ambassadors, messengers of public liasons for the project Communicate decisions and plans to other partner groups, government departments etc. Getting commitment for implementation of actions Etc. Slide 6

7 Advantages and disadvantages AdvantagesDisadvantages Can facilitate communication and exchange of information Many stakeholders with different opinions and perceptions are difficult to handle Can invoke local knowledge otherwise unattainable Large potential for conflicts Can harvest resources for problem solvingLocal perceptions may be contradictory Can create engagement and ownershipFailed processes create disillusionment, apathy or protest Can raise awarenessTime intensive Empowerment of the involved parties (awareness, confidence, skills, cooperation) (Partly) giving up control of the plan Can increase the quality of decisions and long-term sustainability Power games, hidden agendas Link makingUnfavorable group dynamics Slide 7

8 Involving stakeholders for resources Slide 8 Relevant departments in government Ministries NGOs Citizens (organised or not) Scientific experts Regional representatives Politicians National governments Sector boards Environmental groups Trade and labor unions Community leaders Real estate developers News media Banks Utility companies etc.

9 Potential local government resources Slide 9 Technical expertise – eg. Vulnerability assessments etc. Policy and program expertise Staff/administrative resources Implementation support through existing programs Local government departments Political support and leadership Policy and program expertise Support through existing or new policies, programs, initiatives Local government elected representatives Regional coordination + Same resources as local government Neighboring local government representatives

10 Slide 10 Potential other public resource Staff and administrative support Funding, facilities and materials Technical expertise Implementation support, monitoring and evaluation District, regional and national governments Technical expertise Knowledge of sector policies and programs and contacts Implementation support, Monitoring and evaluation Sector boards and authorities Knowledge and expertise Staff and student support Monitoring and evaluation Educational institutions Funding Staff and administrative support, technical expertise Implementation support, Monitoring and evaluation International agencies

11 Slide 11 Potential local area resources Climate change knowledge, technical expertise Outreach and communication Funding channels Local knowledge Implementation, monitoring and evaluation Environmental groups Outreach and communication Local knowledge Community credibility and support Implementation, monitoring and evaluation Neighborhood groups Community credibility and support Outreach and communication Local knowledge Implementation, monitoring and evaluation Religios groups

12 Slide 12 Potential other resources Technology and infrastructure Expertise, facilities and material Privately owned/managed utilities Technical support & knowledge (Prof. Engineering or planning associations) Outreach and communication Professional associations Outreach and communication, awareness raising Public education News media Funding, facilities and materials Local knowledge Political community support Businesses Funding, facilities and materials Unions (trade, labour, bank credit etc)

13 Involving stakeholders for anchorage Slide 13 Strategies If stakeholders are involved in strategy making they are more likely to support it -> Easier implementation of projects

14 Involving stakeholders to gain legitimacy Slide 14 If stakeholders have been involved they are more likely to consider the strategy or project legitimate and to conform to it Politicians, decision-makers and/or citizens can be cruzial to gain formal legitimacy

15 Questions to consider when identifying stakeholders Consider: -Their stake in the issue/vulnerability to CC effects -Their formal position -Their access to/control over necessary resources -Their power to promote or block What can they bring to the process? Who has skills, interests, political will to take action – are they invited? What roles and responsibilities to whom and when in the process? Slide 15

16 Slide 16 Check list Key decision-makers from government departments and agencies Political leaders Community leaders who can act as ‘champions’ Vulnerable groups Traditionally underrepresented groups Relevant businesses Knowledge institutions Neighborhood groups Environemental groups International agencies Utility providers Who are important stakeholders in your cities

17 Engagement – objectives and actions Slide 17 Awareness raising Forums Open houses Town Hall meetings Gather advice, feedback and ideas Stakeholder groups Advisory committees Establish common factual base of information Workshops Focus groups with experts Story making, link making Workshops including different perspectives (expert, local), common bus trips, etc.

18 Meta-governing stakeholder groups Meta-governance techniquesPurpose Network design (hands off)Influence the scope, character, composition and institutional procedures Network framing (hands off)Determine political goals, fiscal conditions, legal basis, discursive story-line of the network Network management (hands on) Reduce tensions, resolve conflicts, empower particular actors, providing input and resources of different kind Network participation (hands on)Influence the agenda, the range of feasible options, the premises for decision-making, negotiated policy outputs Slide 18

19 Approaches – what would work in your city What sort of stakeholder processes would be relevant in your cities to involve the different types of stakeholders? Who can take the lead in organising and undertake processes? What sort of organisations? (Public working groups, networks or?) Slide 19

20 Next in the programme -Stakeholder analysis from Addis Ababa -Local councils and stakeholders in St. Louis -Stakeholder involvement in Climate Change Adaptation – Birgitte Hoffmann Slide 20

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