The MSP Guide: How to Design and Facilitate Multi-Stakeholder Partnerships

Brouwer, Herman; Woodhill, Jim; Hemmati, Minu; Verhoosel, Karèn; Vugt, Simone van

doi:10.3362/9781780446691

Cited by 103 publications

(126 citation statements)

References 4 publications

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“…Researchers in these fields have continuously raised the role of participation, social learning and multi-stakeholder platforms, in order to address these complex problems [15,[83][84][85][86][87]. They have also struggled continuously with finding the 'right' levels of participation, e.g., related to which types of actors should be involved, and to which degree [29,65,68].…”

Section: Discussionmentioning

confidence: 99%

Addressing Complexity in Environmental Management and Governance

Kirschke

Newig

2017

Sustainability

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Governance for complex problem solving has been increasingly discussed in environmental sustainability research. Above all, researchers continuously observe that sustainability problems are complex or "wicked", and suggest participatory models to address these problems in practice. In order to add to this debate, this study suggests a more differentiated theoretical approach to define governance for complex environmental problem solving than in previous studies. The approach consists of two vital steps: First, we operationalize complexity and define management strategies for solving environmental sustainability problems based on findings from psychology research. Second, we identify governance strategies that facilitate these management strategies. Linking those strategies suggests that the role of diverse institutions, actors, and interactions differs for five key dimensions of complexity: goals, variables, dynamics, interconnections, and informational uncertainty. The results strengthen systematic analyses of environmental sustainability problems in both theory and practice.

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Section: Discussionmentioning

confidence: 99%

Addressing Complexity in Environmental Management and Governance

Kirschke

Newig

2017

Sustainability

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“…The present study was inspired from a theoretical angle by the burgeoning research on dealing with water conflict and cooperation in multistakeholder settings (Brouwer et al, 2015;De Stefano, Edwards, de Silva, & Wolf, 2010; and their interrelatedness in transboundary river basin management (Zeitoun & Mirumachi, 2008). The original international water event FIGURE 1 Strategic process of TRM and its image in Khuksia beel (right side).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Analyzing the coexistence of conflict and cooperation in a regional delta management system: Tidal River Management (TRM) in the Bangladesh delta

2019

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This article analyzes the history and dynamics of conflict and cooperation in a local and regional delta management system focusing on tidal river management (TRM).TRM was formally implemented through a participatory approach since early 2000 to address waterlogging problems in the southwest delta of Bangladesh. There have been, and still are, serious difficulties in achieving the full potential of TRM because multistakeholder processes (MSPs) are not effectively sustained. One major cause of ineffective MSPs is incompetent dealing with conflict and cooperation among stakeholders. Our research was a participatory assessment of water management events focusing on the causes, intensity, and trend of conflict and cooperation in TRM practices over the last 30 years. The results show that the history of TRM appeared more conflictive than cooperative, and also the cooperations between major stakeholders were rarely sustained in TRM practices. To that effect, we applied an adapted "Transboundary Water Interaction Nexus (TWINs)" model to this local water management context, which explores the interrelatedness of conflict and cooperation for learning to deal with MSPs in local delta water management. The research findings should be helpful for improving participation policy in water management in Bangladesh and also facilitate MSPs in delta water governance elsewhere.

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“…These variations show that MSIs are poorly defined, as are the labels applied. For example, in describing the concept and practical expressions of MSIs, Brouwer and Woodhill (: 14) note some 20 plus labels, while Stern et al () identify 15. This type of meta‐analysis illustrates a complicating influence of framing which rely on poorly or non‐defined analytic categories.…”

Section: Multi‐stakeholder Initiativesmentioning

confidence: 99%

“…Consequently, there is little consensus what terms mean; a function for one may be a task or activity for another. For example, in explaining an interlocutor—in their terminology a facilitator—Brouwer and Woodhill (: 124) ascribe three core roles: convening, moderating and catalysing. Isenman et al (: 40) put forward the functions of an international secretariat in the following way: a catalytic and facilitative role, avoiding substituting for others; capabilities dedicated to harmonising a countries mobilisation of external financing as part of supporting advocacy, monitoring and national structures; with a limited group of professionals, less as experts than as enablers of peer‐to‐peer support and learning.…”

Section: Interlocution: What Is In the Role?mentioning

confidence: 99%

“…This article does not take issue with analysts' critically questioning of a pro‐multi‐stakeholder stance. Their experience cautions against too readily assuming that cross‐sector, public–private partnerships and other multiple institutional arrangements are suited to the complex tasks and reconciling contending interests often involved (Brinkerhoff and Brinkerhoff, ; Brouwer and Woodhill, ; Stern et al, ; Brockmyer and Fox, ). Rather, we critically observe that these and other important works seldom provide detailed information about the actual practice of and responsibility for guiding a multi‐stakeholder initiative (MSI) or the competences required to do so, yet this function is vital for effectiveness.…”

Section: Introductionmentioning

confidence: 99%

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Multi‐Stakeholder Initiatives for Sustainable Development Goals: The Importance of Interlocutors

Fowler

Biekart

2017

Public Admin & Development

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SUMMARYThis article argues that the complex multi-stakeholder arrangements anticipated for implementing Sustainable Development Goals call for a distinct type of host: an interlocutor. This central idea arises from new comparative research on multistakeholder initiatives (MSIs) undertaken in four countries: Costa Rica, Indonesia, Kenya and Kyrgyzstan. This work adds a detailed dimension to meta-studies on conditions for success and practical guides for establishing and running MSIs. It begins to fill a significant gap in knowledge by analysing the attributes and competencies required for effectively orchestrating MSIs as well as illuminating their relative significance over time. The context is an anticipated expansion in demand for finely tuned and skilled hosting of Sustainable Development Goals-inspired MSIs. This task will probably be more complicated than MSIs associated with climate change and Millennium Development Goals, both of which saw business on the side lines with uneven attention paid to the principle of local ownership. Recognising and investing in interlocution as a pivotal role can increase the performance of internationally inspired MSIs which, to date, have a mixed but generally poor record of effectiveness.

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The MSP Guide: How to Design and Facilitate Multi-Stakeholder Partnerships

Cited by 103 publications

References 4 publications

Addressing Complexity in Environmental Management and Governance

Addressing Complexity in Environmental Management and Governance

Analyzing the coexistence of conflict and cooperation in a regional delta management system: Tidal River Management (TRM) in the Bangladesh delta

Multi‐Stakeholder Initiatives for Sustainable Development Goals: The Importance of Interlocutors

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