scholarly journals Transparent stakeholder engagement in practice: Lessons learned from applying comprehensive environmental assessment to research planning for nanomaterials

2014 ◽  
Vol 10 (4) ◽  
pp. 498-510 ◽  
Author(s):  
Christina Powers ◽  
Christine Hendren ◽  
Amy Wang ◽  
J Michael Davis
Keyword(s):  
Environmental Assessment ◽  
Stakeholder Engagement ◽  
Lessons Learned ◽  
Research Planning

scholarly journals Lessons Learned from Australia’s Stakeholder Engagement Efforts for MPA Planning

2018 ◽  
Author(s):  
OCTO
Keyword(s):  
Great Barrier Reef ◽  
Stakeholder Engagement ◽  
Planning Process ◽  
Lessons Learned ◽  
Barrier Reef ◽  
Marine Park

Jon Day shares key lessons learned from stakeholder engagement efforts during the Representative Areas Program in the Great Barrier Reef, which was a key part of the comprehensive rezoning of the entire Marine Park between 1999 and 2003. As a result of this planning process, the total area of no-take zones increased from less than 5% to over one-third of the Marine Park, highlighting in large part the importance of effectively engaging stakeholders.

Stakeholder engagement: A foundation for natural heritage systems identification and conservation in southern Ontario

2012 ◽  
Vol 88 (06) ◽  
pp. 686-696 ◽  
Author(s):  
Elizabeth Spang ◽  
Christopher M. Lemieux ◽  
Silvia Strobl
Keyword(s):  
Stakeholder Engagement ◽  
Collaborative Design ◽  
Lessons Learned ◽  
Target Setting ◽  
Southern Ontario ◽  
Natural Heritage ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Political Boundaries ◽  
Engagement Process

In southern Ontario, multiple organizations apply various approaches to identifying natural heritage systems (NHS). Natural heritage systems comprise a network of natural features and areas, such as protected areas, forests, wetlands, river corridors, lakes, and meadows, as well as the associated natural processes to be conserved and/or managed for various environmental and public services. The application of a variety of approaches can lead to a lack of connections between natural heritage features across political jurisdictions. To further complicate the situation, not all municipalities have the necessary tools and information available to identify and protect NHS nor do they have the capacity to coordinate designing NHS with neighbouring jurisdictions. To address these challenges, a new approach was developed and tested that engages many stakeholders in the collaborative design of a NHS for an ecologically based landscape that crosses several political boundaries. Engagement is an opportunity to work together on common goals with stakeholders, communities, and citizens to find solutions to complex problems and move beyond the traditional consultation that government has used extensively in the past. We engaged a representative group of stakeholders to design and map a scientifically based, quantitatively derived NHS. The engagement process alternated data preparation and analysis activities with target-setting and decision-making by a diverse group of stakeholders, including municipalities, government agencies, non-governmental organizations, stewardship groups, landowners, and other interests. Throughout the target-setting process, observations and feedback from the stakeholders were collected. This paper both documents a number of lessons learned through the engagement process, and demonstrates that stakeholder engagement in NHS design has great potential to coordinate conservation efforts across political jurisdictions and the varied mandates of several organizations.

Something Old, Something New – Which Way to Go for Rule of Law Projects in the Agenda 2030 Era?

2019 ◽  
Vol 12 (2) ◽  
pp. 595-625
Author(s):  
Elizabeth Bakibinga-Gaswaga
Keyword(s):  
World War Ii ◽  
Project Management ◽  
Performance Management ◽  
International Development ◽  
Rule Of Law ◽  
Stakeholder Engagement ◽  
Monitoring And Evaluation ◽  
Lessons Learned ◽  
Theoretical Frameworks ◽  
Agenda 2030

Abstract Africa and the developing world have been the theatre of countless rules of law assistance projects since the end of World War II, with mixed results. While the reasons for the mixed results vary from project to project and from country to country, this paper seeks to address the limitations that arise right from project inception, reviews the cycle of project management from problem construction to monitoring and evaluation, taking into account the core and secondary aspects of project management such as scope, budget, quality, schedule, as well as stakeholder engagement, communication, risk management and performance management. With a focus on the attainment of the Sustainable Development Goals of Agenda 2030, the paper addresses the following aspects: identify challenges of past approaches of major development partners and interrogate the current shift in paradigm by the World Bank, United Nations and the United Kingdom’s Department for International Development (DfID). It will consider lessons from complexity and other methodologies, theories of change, theoretical frameworks, and the Problem Driven Iterative Adaptation (PDIA) model as tools for doing development differently. The paper concludes with recommendations on improving the effectiveness of rule of law programmes, including a better approach to project design that makes allowance for results based programming, ease of adaptation, reflective learning through after action reviews and lessons learned from military science’s doctrines and practices in the management of complex operations. The paper also recommends, back and forth iteration and better stakeholder engagement, including at the lowest level of governance (local contextualization), to increase effectiveness of rule of law and change in mind-sets especially donor and development partner ideology.

scholarly journals California's Stakeholder Matrix: A Liaison Tool for the first 96 hours of Response

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
Yvonne Najah Addassi ◽  
Cassidee Shinn
Keyword(s):  
Risk Communication ◽  
Stakeholder Engagement ◽  
Policy Development ◽  
Oil Spills ◽  
Lessons Learned ◽  
Liaison Officer ◽  
California Department ◽  
Incident Command System ◽  
Incident Command ◽  
High Level

ABSTRACT Research on crisis and risk communication continues to illustrate the need for and benefits of early and sustained stakeholder engagement during disasters, both natural and manmade. The California citizenry is deeply committed to environmental protection and expects to “engage” with their government on policy development and environmental solutions. Stakeholders expect a high-level of government transparency, driving the need for engagement even more during emergency responses such as oil spills. Within the Incident Command System (ICS), it is the responsibility of the Liaison Officer (LOFR) to coordinate and share information with stakeholders. A review of “After Action Reports” and “lessons learned” from oil spills, both nationally and within California, point to the continued need for strong stakeholder engagement by the LOFR and has become a priority of California's lead oil spill response agency, the California Department of Fish and Wildlife, Office of Spill Prevention and Response (OSPR). Building off stakeholder engagement tools found in crises and risk communication literature and in Incident Command System job aids, OSPR crafted a stakeholder matrix that was readily scalable, easy to use, and easy to translate to Incident Commanders and other Command Staff during response. This matrix is a template of simple inputs, allowing stakeholders and engagement strategies to be identified, grouped, and prioritized. It is intended to be a planning tool for the first 24–96 hours, a precious time in a response. It is often too early to expect the LOFR to have completed a stakeholder engagement plan, yet this time is critical to initiating early stakeholder communication that will set the tone for the response. This matrix serves as the initial plan for the LOFR. This paper will describe the development of this tool, its evolution, and its use. It will also highlight feedback from exercises and response partners. It will describe the flexibility and scalability, and considerations for broader applications.

scholarly journals Good Practices and Lessons Learned in Developing Local Language Tools to Support Stakeholder Engagement Activities

2020 ◽  
Author(s):  
Elinor Wanyama Chemonges ◽  
Bakara Dicko ◽  
Lea Pare Toe ◽  
Mamadou Coulibaly ◽  
Nourou Barry ◽  
...  
Keyword(s):  
Vector Control ◽  
Malaria Vector ◽  
Stakeholder Engagement ◽  
Lessons Learned ◽  
Local Context ◽  
Malaria Vector Control ◽  
Local Language ◽  
International Partnership ◽  
Research Activities ◽  
Local Languages

Abstract Stakeholder engagement is an essential pillar for the development of innovative public health interventions, including genetic approaches for malaria vector control. Scientific terminologies are largely lacking in local languages yet, when research activities involve international partnership, the question of technical terminology and its translation is crucial for effective and meaningful communication with stakeholders. Target Malaria, a not-for-profit research consortium developing innovative genetic approaches to malaria vector control, carried out a linguistic exercise in Mali, Burkina Faso and Uganda to establish the appropriate translation of its key terminology to local languages of sites where the teams operate. While reviewing the literature, there was no commonly agreed approach to establish such glossary of technical terms in local languages of the field sites where Target Malaria operates. Because of its commitment to the value of co-development, Target Malaria decided to apply this principle for the linguistic work and to take the opportunity of this process to empower communities to take part in the dialogue on innovative vector control. The project worked with linguists from other institutions (whether public research ones or private language center) who developed a first potential glossary in the local language after better understanding the project scientific approach. This initial glossary was then tested during focus groups with community members, which significantly improved the proposed translations by making them more appropriate to the local context and cultural understanding. The stepwise process revealed the complexity and importance of elaborating a common language with communities as well as the imbrication of language with cultural aspects. This exercise demonstrated the strength of a co-development approach with communities and language experts as a way to develop knowledge together and to tailor communication to the audience even in the language used.

scholarly journals Transparency and stakeholder engagement in nuclear or radiological emergency management

2020 ◽  
Vol 55 ◽  
pp. S243-S248 ◽  
Author(s):  
T. Perko ◽  
M. Martell ◽  
C. Turcanu
Keyword(s):  
Emergency Management ◽  
Emergency Preparedness ◽  
Stakeholder Engagement ◽  
Stakeholder Involvement ◽  
Lessons Learned ◽  
Full Potential ◽  
Radiological Emergency ◽  
The Public ◽  
Environmental Decision Making ◽  
Emergency Preparedness And Response

Stakeholder involvement and transparency are strongly interrelated. Stakeholder involvement is key to strengthening transparency, while transparency is necessary for effective stakeholder involvement. International and European legal requirements in environmental decision-making, radiation protection, nuclear safety and emergency preparedness and response call for increasing levels of transparency and stakeholder engagement. However, recent nuclear or radiological events demonstrate that transparency and engagement in practice are perceived differently by authorities, media and the public. Research conducted in this study by means of a questionnaire sent to authorities responsible for nuclear/radiological emergency management shows a range of challenges related to transparency during a nuclear or radiological emergency, e.g. fear of panic or timely and proper information. Few countries use the full potential of tools and methods for stakeholder engagement in emergency preparedness, although these may also contribute to improved transparency. Despite lessons learned to enhance transparency and stakeholder engagement in nuclear or radiological emergency management, there is room for improvement at a practical level and for finding a common understanding among stakeholders.

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