CBNRM in coastal Bulgaria: Advise on use and networking BSNN, Natura 2000 project on CZM Varna,...

CBNRM in coastal Bulgaria:

Advise on use and networking

BSNN, Natura 2000 project on CZMVarna, Bulgaria, 2 July 2010

Lars T. Soeftestad

Community-Based Natural Resource Management Network, (CBNRM Net, www.cbnrm.net)

BSNN workshop, Varna Natura 2000: CZM, 2 Jul 2010

CONTENT

1 About yourself

2 Aims with the session

3 Presentation 3.1 Key terms 3.2 About CBNRM 3.3 Stakeholder analysis 3.4 Networking and networks

4 Discussion

5 Evaluation

2


1 ABOUT YOURSELF• In which sector do you work – public

sector, civil society or private sector?• At which level do you work – local,

regional and/or national?• What are your expectations with this

session?• Have you participated in similar trainings

earlier? Which topic? Org. by whom?– Was it useful? What did you like & what not?

3


About yourself, II• List informal and formal relationshiops you

ahve with organizations represented here, and with persons that participate in the session

• List relevant projects and activities

4


2 AIMS WITH THE SESSION• Support the project• Present concepts, methods of analysis

and ways of working• Contribute to awareness raising and

empowerment of project stakeholders• Contribute to ensuring that the processes

and results achieved by the project continues after project closure

5


Aims with the session, II• Provide tools for evaluating the project• Support the integration of the coastal

region further into wider contexts (Bulgaria, Eastern Europe, EU)

6


Aims with the session, III• Initiate and facilitate communicatioan

between all stakeholders stakeholders that have interests in the coastal region, as located in public sector, civil society and private sector

• Support collective action and local partnerships

• Promote exchange of information and knowledge

7


3.1 KEY TERMS• Participation

– Informal and formal participation in the democratic process

– Is more participation needed ?• Governance

– Based on participation– The idea that people are involved, through a

democratic process, in governing themselves– Characterize roles and positions in your own

village and municipality

8


Key terms, II• Stakeholders

– Persons have different roles and positions in communities and municipalities, etc.

– This means they have different interests (or stakes) in policy- and decision-making

• Co-management– Association or collaboration between

stakeholders that are dissimilar in certain respects

9


3.2 ABOUT CBNRM• CBNRM = Community-Based Natural

Resource Management– Two parts to the term

• Definition• CBNRM Net

10


3.3 STAKEHOLDER ANALYSIS• What is a stakeholder?

– Persons have different roles and positions in communities, municipalities, etc.

– This means they have different interests (or stakes) in policy- and decision-making

• So, we have:– Roles and positions– Interests (stakes)– Influence and power

11


On stakeholders, I• What characterizes stakeholders?

– Values– Preferences– Means – Goals

• Where do we find stakeholders?– Public sector (at several levels)– Civil society (at several levels– Private sector

12

On stakeholders, II

Classification and types:– Outside Bulgaria / internationally

• Financing• Fund and project administration

– In Bulgaria• Public, civil society and private sectors• Adm. levels: from govt. to community / population• Recipient/user and resource provider• Critical/neutral and opportunistic• Relationship to local population and the state

BSNN workshop, Varna Natura 2000: CZM, 2 Jul 2010 13

On stakeholders, III

Central governmentdepartments and

agencies

NGOs,Community-

basedorganizations

Family enterprises, Partnerships,Private corpo-

rations

Public utilities, Regulatedcorporations

Universities,Foundations,Local govern-

ments

Cooperati-ves, Trade

unions

Civilsociety

Private sector

Public sector



On stakeholders, III• Role of public adm. & civil society? Lack of

NGOs a problem for governance?• Is associating with others important?• Stakeholders outside the coastal region

determine and impact your work as well as your values

• Stakeholders have official and hidden agendas and goals

15

Stakeholder models, I

From simple to complex: • Line – 2 stakeholders

– Donor and recipient, nation level– To be understood horizontally and vertically

• Triangle – 3 stakeholders– Local population added– To be understood horizontally and vertically


Stakeholder models, II

From simple to complex: • Square – 4 stakeholders

– Civil society in countries outside Slovenia added

– More stakeholders means more relationships – Stakeholders have to relate to increasing

numbers of other stakeholders


Stakeholder models, III

From simple to complex: • Pentagon and further ...

– ”Everybody” are (key) stakeholders: self-identification

– Different types of rationality


Stakeholder analysis, I

• Originally prepared by the World Bank• A method to describe and analyse

relationships between stakeholders• Important for analysing and understanding

interests, including conflicts and conflict resolution


Stakeholder analysis, II

• In connection with planning of projects• In connection with implementation and

evaluation of projects• Used also at the sector level• Used in combination with other methods,

incl. social assessment and social analysis


Stakeholder analysis, III

Stakeholder analysis consists of 4 steps:

1. Identify key stakeholders

2. Assess their interests and the potential impact of the project on these interests

3. Assess their influence and importance

4. Outline stakeholder participation strategy


Stakeholder analysis, IV

Stakeholder analysis, Step 1:

Identify key stakeholders– Who are potential beneficiaries?– Who might be adversely affected?– Have vulnerable groups been identified?– Have supporters and opponents been

identified?– What are the rel.ships among the

stakeholders?BSNN workshop, Varna Natura 2000: CZM, 2 Jul 2010 22

Stakeholder analysis, V


Assess interests and the potential impact of the project on these interests

– What are their expectations of the project?– What benefits are there likely to be?– What resources might they mobilize?– What stakeholder interests conflict with

project goals?


Stakeholder analysis, VI

Stakeholder analysis, Step 3:Assess influence and importance (for eachstakeholder assess the following):

– Power & status (political, social, economic)– Degree of organization– Control of strategic resources– Informal influence (e.g., pers. connections)– Power relations with other stakeholders– Importance to the success of the project


Stakeholder analysis, VII


Outline stakeholder participation strategy.

Plan stakeholder involvement acc. to:– Interests, importance and influence of each

stakeholder– Particular efforts needed to involve

important stakeholders who lack influence– Appropriate forms of participation throughout

the project cycleBSNN workshop, Varna Natura 2000: CZM, 2 Jul 2010 25

Stakeholder analysis, VIII

Institutional analysis – at the micro- and macro-levels

– Institutions or organizations are a special type of stakeholder that often requires separate analysis

– Institutions facilitates and constrains the flow of knowledge and data between scales

– Important for understanding and assessing power and empowerment



3.4 NETWORKING AND NETWORKS• A network is a social structure of persons

that are connected by various types of interdependency

• Members of a network are often involved in collective action

• A network’s structure can be presented visually (see next slide)

27


Introduction, II• Collective action

– Two or more stakeholders collaborating to reach a joint goal or goals

– Basis for participation and governance• Networks

– Why associate more formally with each other?– What is the connection between coastal zone

management, sustainable development, transparency, governance, democratization and networking?

28


On networks, I

A simple network consists of nodes and links

• Stakeholders / Nodes:– Peripheral vs. central– Power vs. lack of power

• Relations / Links:– Strength– Direction– Content

29


On networks, II

• Role of a network– Integrate members (i.e., stakeholders)– Disseminate and share information– Table and discuss common issues– Address, mediate and solve conflicts– Build trust

• Networks compared– With trad. social org. (in Eastern Europe in

general and Bulgaria in particular)30


On networks, III

• Advantages of networks– General: inclusion, governance, participation,

transparency– Specific: sustainable coastal zone

management can only be reach through collaboration, necessary to think in terms of the coastal region

• Network versus partnership– Partnerships: few members, targeted, formal

31


On networks, IV

• Case: Bulgaria’s near past– Negative aspects of a hierarchical societal

structure– Individuals affiliated with public institutions

often do not contribute, for specific reasons. What are some examples of this?

32


Issues in networking, I

• Conflicts and conflict management– Why do conflicts arise?– Who are key stakeholders in the coastal

region?– What are their views?– How do latent conflicts become real?– Conflicts are normal– What are your experiences with conflicts?

33


Issues in networking, II

• Trust– What is trust?– Absence of trust often leads to conflict– How to build trust– Participants to presnet own experiences

• The harmony model (see following 5 slides)

34


Issues in networking, III

Harmony model, no. 1

Support Support Increase democracy

org. civil society & economic dev.

• Building organizations = building societies• Supporting civil society is positive in itself,

anytime and anywhere

35


Issues in networking, IV

Harmony model, no. 2• Lacking understanding of conflicts and

differences of interest• Development is a transformation: new

interests win and older ones disappear• Strong organizations for new interests can

support development, and vice versa

36


Issues in networking, V

Harmony model, no. 3• Country cooperation: strong external force

– Interfer in social, political and ec. processes• Civil society: there will be growth in

organizations with varying legitimation• Local stakeholders receive resources,

which in turn may impact the balance between groups and interests

37


Issues in networking, VI

Harmony model, no. 4• Understand the social contract as a colla-

borative (co-mgmt.) enterprise between stakeholders with different expertise and comparative advantages

• Get civil society to contribute to political and ec. development that benefit the people

38


Issues in networking, VII

Harmony model, no. 5• Strong organizations that are not integra-

ted into society contribute to segmen ta-tion, opposition and conflicts that hamper development

• Modernization: develop political and administrative institutions that can handle conflicts and overcome obstacles

39


Examples of networks

• Bulgaria– Black Sea NGO Network

• Romania and Eastern Europe– ProSomes (Bistrita Municipal Network)– Carpathian Network of Protected Areas

• International– Community-Based Natural Resource

Management Network (CBNRM Net)

40


Co-management, I• Co-management

– Association or collaboration between stakeholders that are dissimilar in various respects

– Mostly found between stakeholders at the local level (villages and municipalities) and the national level. That is, these stakeholders are located along a vertical axis.

– Co-management has important advantages in terms of comparative advantages and sharing of responsibilities

41


Co-management, II

Co-management relations between key stakeholders – The past

Central govt.

Local govt.People Community-based groups

42


Co-management, III

Co-management relationships between key stakeholders – Future / Goal:

Community-based groups

Local govt.

Co-management

Central govt.

43


The Bulgaria coastal network, I

• Underlying principles– Equity and equality– Public participation– Transparency– Governance

• Structure– Hierarchy versus horizontality– Roles: office holders and members

44


The Bulgaria coastal network, II

– Levels of involvement: Roles & passive versus active

– Process of decision-making & expressing opinions

• Members and membership– Lacking role of civil society– Eligible members: public sector and private

sector

45


The Bulgaria coastal network, III

• Organizing networks– Appropriate approaches for creating network– Role of an external agent– Pro et contra: what are your views?

• Broadening the perspective– Partnerships (internal) & co-mgmt. (external)

• Past, ongoing and planned projects– Criteria for collaboration? Can network help?

46


Conclusions, I

• Projects are increasingly process oriented• Project admin. is hierarchic

(communication)• Relate not only to local stakeholders but

also to colleagues and partners (cf. network analysis)

• Often difficult balancing act: compromises• One learns as one go along

47


Conclusions, II

• Stakeholder analysis important to under-stand what is happening at the local level– Increase effect and goal attainment– Decrease negative impacts

• Decrease in negative effect is little under-stood and even less focused on– Key stakeholders do not understand project

cooperation and impacts– Key stakeholders have different agendas– Lead to conflicts, which must be addressed

48


Challenges, I

• Get civil society to contribute to political and ec. dev. that benefits the people

• Strong org. that are not integrated in society contribute to segmentation, opposition and conflicts that hamper dev.

• Modernisation: develop political and adm. institutions that can handle conflicts and overcome obstacles

49


Challenges, II

• Cooperation between public sector, private sector and civil society crucial

• Concern: strong outside intervention coupled with weak local basis for own autonomy

• Inability of public sector to support people via civil society organized activities

50


Challenges, III

• Power and empowerment: – Ethics – knowledge to be used by whom and

for what?– Concensus-building, consultation, participa-

tion, governance, involvement, transparency, etc.

– Traditional knowledge as both means & goal

51


4 DISCUSSION

• To be based on material presented above, incl. your contributions

• Review flip chart lists on:– Local projects – past, ongoing and planned– Key stakeholders – Stakeholders’ views– Experiences with conflicts– Experiences with trust

52


Discussion, II

• Your ongoing and planned projects / activities and this project– What is the optimal relationship?– How can the project support you & vice versa

53


5 EVALUATION

• What did you learn? Something you had expected? Or something new?

• What is the key lesson you will take with you and apply in your future work?

• Should the session have focused on other issues and concerns?

• How does the session prepare you for the next session, namely making a network?

54

CBNRM in coastal Bulgaria: Advise on use and networking BSNN, Natura 2000 project on CZM Varna,...

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