Governance in practice: Connecting key role players through the development and implementation of a Research Uptake Strategy

Transcription

1 Governance in practice: Connecting key role players through the development and implementation of a Research Uptake Strategy Karen Nortje and Nikki Funke Natural Resources and the Environment CSIR

2 Context The Upper Olifants Catchment is facing various governance related difficulties, specifically around water quality, which is driving further serious impacts in the middle and lower parts of the catchment, including those on macro- and microinvertebrates and human health. For the last few years the CSIR has been involved in doing research in the catchment, and is responsible for making recommendations regarding the implementation of mitigation measures. A main consideration however has been to find ways to implement these recommendations in a way that ensures effective uptake of these findings, and supports governance processes that ensures the longevity of this uptake.

3 Where does an Uptake Strategy fit in? The building blocks of any successful governance system have to incorporate both the formal and informal drivers of decision making. Formal drivers are, for example: Policy, Regulations, Agreements, and Treaties Informal drivers speak to the connectivity created through relationships and networks fostered between different actors, including non-state actors such as civil society, industry and scientists. It is these relationships and networks that support and promote a sharing of norms between actors, and which over time ensures a shared sustainable and implementable vision towards development through the use of natural resources by all involved.

4 Strategy that we developed has two functions: To link technical research findings with stakeholder needs through dissemination. To set out the need for further research and activities to optimise uptake of research findings.

5 Inputs into the Strategy The strategy is based on qualitative research. The research consisted of one-on-one interviews as well as workshop discussions with key stakeholders and researchers involved in the project. The findings from these engagements were analysed and incorporated into the formulation of the strategy.

6 Perceptions of the Upper Olifants Catchment Environmental context: water quality is perceived as the biggest problem and has consequences for human health; also concern about water availability in the catchment in future; various perceived contributors to poor water quality. Political context: lack of effective management municipal waste water treatment works; abandoned mines and smaller unregulated mining operations; uncertainty around responsibilities of different government departments; lack of stakeholder cooperation. The context informed the purpose and content of the strategy

7 Purpose of the Strategy The purpose of this strategy is to suggest separate yet inter-connected activities for a way forward when it comes to: Transferring the research findings of the Upper Olifants River Study, Strengthening stakeholder relationships, Creating public awareness and Obtaining clarity on the issues of co-operative government and government departments environmental management responsibilities

8 UPTAKE STRATEGY & PILLARS OF SUPPORT

9 UPTAKE STRATEGY & PILLARS OF SUPPORT

10 Transfer findings (short to medium term) Aim: Raise awareness and improve stakeholders understanding of the relevance of the research findings to them Activities: Identifying stakeholders and stakeholder information needs Determining how the findings should be packaged Accessible feedback session; Different products for different audiences Outcomes: A better understanding of the information needs of the different stakeholders Research outputs that will address these needs

11 Build relationships (medium to long term) Aim: Build and support relationships between stakeholders to improve sustainable co-operation with a view to implementing mitigation measures in the Upper Olifants River Catchment Activities: Activities that include a wide range of stakeholders and role players Stakeholders perceptions map; Needs valuation; Activities towards strengthening trust relationships between CSIR and DWA Group and one-on-one sessions between technical experts Outcomes: Better understanding of the perceptions and power relationships of all stakeholders Stronger trust relationships between DWA, CSIR and key role players Improved co-operation between DWA, CSIR and key role players towards developing more integrated solutions and plans for implementation

12 Mobilise public awareness (medium to long term) Aim: Involve general stakeholders (individuals or groups) to apply pressure on the public sector to improve service delivery, especially with regard to improved waste water treatment Activities Determining who needs to be mobilised Supporting mobilisation Outcomes: Develop and distribute lists of key technical contacts (CSIR & DWA); Who should be targeted; Reputable knowledge brokers Facilitate science/public contact sessions A public that is supported through information and networks to mobilise action. A growing relationship between the public, DWA and the CSIR

13 Conduct a legal review and analysis for Government support (short to medium term) Aim: Conduct legal reviews and an analysis of government decisionmaking and actions in practice to obtain clarity on the issues of cooperative government and government departments legal responsibilities with regard to environmental management Activities: Legal reviews to obtain clarity on the principle of co-operative government and the environmental responsibilities of different government departments Analysis of how government decisions and actions play out in practice Outcomes: Clarity on legal details around co-operative government and government departments environmental management responsibilities Clarity on any discrepancies that may exist between what the legislation specifies and what government departments decide and do in practice Clarity on the implications of the legal reviews and analysis for the Upper Olifants River Catchment

14 What have we done? Research Mines Industry Farmers Scientists Project Stakeholders Govt Depts ORF Municipality Community 4 most powerful actors Community Government Mining Municipalities 4 most vulnerable actors Communities Scientists Farmers Conservation/nature

15 Preliminary findings: an example of some perceptions Farmers: The people who up and till now have been shouting very loudly and pointing fingers because people are poisoning their land Government: The biggest stakeholder is government but there is tremendous political red tape that comes in the way when one tries to do something positive (such as mitigation). We have to get the government to say we don t have to go through all this political stuff and to commit. This includes all the different departments Conservationist NGOs and civil society: They are aggressive greenies Mining: Industries and mines are only concerned about what they re responsible for. I don t think they are really concerned that much about the ecosystem. They won t be concerned unless they are forced to be concerned by legislation, which they are not.. The economic interests are the mines primary concern Science: Science doesn t answer to government, science answers to society. We want research to affect the community. To get the government departments to listen, scientists have to engage with farmers. If scientists had a closer relationship with different parties, we would have a bigger whip with which to stand up to government with to make government listen. ORF: The Forum is made up of the different role players and while they are doing a commendable job to play this role of facilitator it might not be the correct role for them because they are so integrally a part of the community

16 What did we do? Dissemination, networking and relationship building

17 Learning and reflections Importance of research uptake strategy. Need for early planning of uptake and sufficient funding to carry out such a strategy. Need to manage stakeholders expectations around what the strategy can achieve we can change the world passing the buck syndrome.

18 What the strategy can do is: Build relationships and trust, and through this lasting and positive changes can be made. Strengthen networks, even if it is one or two people at a time. One small step at a time approach lots of problems, lots of issues, and lots of history.