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Stakeholder Analysis for IntegratedWater Resources Management
A MENA Case Study
REC Paper • August 2016
In the framework of the Water and Security (WaSe) component of the
WATER SUM project, stakeholder analyses were carried out in local
communities in Jordan (the municipalities of Al Karak, Jerash, Al-Salt
and Ajloun) and Tunisia (the delegations of Sidi Ali Ben Aoun,
Bir Mcherga, Nefza and Matmata) using the methodology established in
the WATER SUM Local Water Security Action Planning Manual.
This report presents the results of the stakeholder analyses carried out
in the partner communities.
Stakeholder Analysis for Integrated
Water Resources Management
A MENA case study
Regional Environmental CenterSzentendre • Hungary
August 2016
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ACKNOWLEDGEMENTS
Editor:
AnaPOPOVICRegionalEnvironmentalCenterContributors:
Dr.MirjanaBARTULASingidunumUniversity,RepublicofSerbia
SameehAlNUIMATIUCNRegionalOfficeforWestAsiaDankoALEKSICRegionalEnvironmentalCenterSrdjanSUSICRegionalEnvironmentalCenterLocalcontributors,coordinatorsoflocalplanningteams:
LamaSuleimanShehadaMunicipalityofAjloun,Jordan
MutazAyeshHamedAllahAlAwaishehMunicipalityofSalt,Jordan
WafaaHusseinFalehHawamdehMunicipalityofJerash,Jordan
SajedaAqelHattabAlrahaifeMunicipalityofKarak,Jordan
TahiaAbdeljaouedDelegationofBirMcherga,Tunisia
SihemBenAliDelegationofMatmata,Tunisia
HoudaHassiniDelegationofSidiAliBenAoun,Tunisia
MohamedAliDellaiDelegationofNefza,TunisiaCopyeditor:RachelHIDEG•Coverdesign:TriciaBARNARegionalEnvironmentalCenter
Publishedby:TheRegionalEnvironmentalCenter•Szentendre•Hungary,October2016
ThisreportwasproducedunderComponent2:WaterandSecurityoftheWATERSUMproject,implementedbytheRegionalEnvironmentalCenterandfundedbytheSwedishInternationalDevelopmentCooperationAgency(Sida).TheanalysiscontainedinthisreportdonotnecessarilyreflecttheviewsoftheRECorofSida.
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TableofContents
Introduction.............................................................................................................................................3
Methodology...........................................................................................................................................5
Results......................................................................................................................................................8
Characterisingandcategorisingstakeholders......................................................................................9
StakeholdercharacterisationandcategorisationinJordan.............................................................10
Recommendationsforsettingupalocalplanningteamasaresultofthestakeholderanalysisprocess...............................................................................................................................................19
RecommendationsforsettinguplocalplanningteamsinJordan.....................................................19
Ajloun.................................................................................................................................................19
Jerash.................................................................................................................................................19
AlKarak..............................................................................................................................................19
Al-Salt.................................................................................................................................................19
StakeholdercharacterisationandcategorisationinTunisia............................................................21
RecommendationsforsettingupthelocalplanningteamsinTunisia..............................................30
BirMcherga........................................................................................................................................30
Matmata............................................................................................................................................30
Nefza..................................................................................................................................................30
SidiAliBenAoun...............................................................................................................................30
Conclusions............................................................................................................................................32
References.............................................................................................................................................32
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Introduction
Through the project “Sustainable Use of Transboundary Water Resources and Water SecurityManagement” (WATER SUM) the REC is active in the Middle East and North Africa (MENA) region,supportedbyfundingfromtheGovernmentofSweden(SwedishInternationalDevelopmentCooperationAgency [Sida] contribution ID 52030234) [1]. The overall objective of the project is to promote andenhance sustainable water resources management and to foster a comprehensive and integratedapproachtowatersecurityandecosystemservicesforsustainabledevelopmentinbeneficiarycountriesin the MENA region in order to help halt the downward spiral of poverty, biodiversity loss andenvironmentaldegradation.Theprojectisdividedintotwocomponents:WaterResourcesManagementGoodPracticesandKnowledgeTransfer(WaterPOrT);andWaterandSecurity(WaSe).
TheWaSecomponentsupportstheprocessofintroducinganddraftinglocalwatersecurityactionplans(LWSAPs)intargetlocaladministrativeterritoriesinJordanandTunisia.Followingtheinceptionphaseofthe project, Jordan and Tunisia were selected as focus countries in the MENA region for the WaSecomponent [2], and based on stakeholder consultations in the initial phase of the project eightadministrativeterritorieswereselectedforthedevelopmentofLWSAPs.
InJordan:
●AjlounMunicipality
●AlKarakMunicipality
●JerashMunicipality
●Al-SaltMunicipality
InTunisia:
●NefzaDelegation
●BirMchergaDelegation
●MatmataDelegation
●SidiAliBenAounDelegation
To support the process of introducing and drafting LWSAPs, the REC team developed a step-by-stepmanual for practitioners in local communities [3]. The manual presents an original methodologycomprisingseveninterrelatedactivities,somesupportedbyaseparatetailoredmethodology,coveringstakeholderanalysis,publicopinionassessment,localwatersecurityassessment,andproblemanalysisandprioritisation.Eachofthesevenactivitiescomprisestwoormoresteps,makingatotalof20stepsintheLWSAPprocess.
Stakeholderanalysiswasundertakenineightpartnercommunitiesusingthemethodology[4]presentedintheLWSAPmanual,andthepresentreportprovidesasummaryofthemethodologyanditsresults.
TheRECteamfollowedtheapproachthatallstakeholdersshouldunderstandtheoverallprocessbeforestarting their ownwork. Itmay seem obvious that all stakeholders should be identified prior to any
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attemptatengagement.However,itissurprisinghowoftenthisstepisomittedinprojectsthatneedtoworkwithstakeholders.Thisomissioncansignificantlycompromisethesuccessofaproject.Forexample,aprojectmaylackcrucialinformationthatwouldhavebeenavailablehadtheprojectteamengagedwiththerightpeople.Incaseswhereveryfewstakeholdersareidentifiedorengagedwith,thereisalackofownershipofprojectgoals,whichcansometimesturnintoopposition.Incaseswhereasingle,importantstakeholderisomittedfromtheprocess,thatparticularstakeholdermaychallengethelegitimacyoftheworkandunderminethecredibilityofthewiderproject.
Stakeholderanalysishelpstoaddresstheseproblemsby:
• identifyingwhohasastakeintheplannedwork;• categorisingandprioritisingstakeholderswithwhomthereisaneedtoinvestthemosttime;• identifying(andpreparingtohandle)relationshipsbetweenstakeholders(whetherconflictsor
alliances).
Asuccessfulstakeholderanalysiswillhelpaprojectteamto:
• starttalkingearlytotherightpeople;• knowwhattheirstakeholdersareinterestedin;• findoutwhohasthemostinfluenceintermsofhelpingorhinderingprojectwork;• findoutwhoisdisempoweredandmarginalized;and• identifykeyrelationships.
Themethodologypresentedinthisreportwasusedineightpartnerlocaladministrativeterritoriesduringthe process of forming local planning teams and drafting localwater security action plans (LWSAPs).However,webelieveitcanalsobeofuseinotherlocalcommunitiesthatareinterestedindevelopingLWSAPs.
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Methodology
Stakeholderanalysisiscarriedoutusingamethodologyspeciallydevelopedforlocalwatersecurityactionplanning(LWSAP)withintheWATERSUMprojectbyProfessorMarkReed[4].
The LWSAP process requires a systematic initial assessment of stakeholders in each beneficiarycommunity inorderto identifyandprioritisestakeholdersfor inclusionintheactionplanningprocess.Thisassessmentwascarriedoutbyprojectteamsformedwithineachmunicipalityanddelegation.Thedetailedandreplicablemethodforconductingstakeholderanalysesincludestemplatesthatcanbeusedtocollectandorganiseinformationaboutstakeholders.
Themethodologyconsistsofsixmainstepsthataresummariedbelow.
Step 1. Initial planning team identifies two to four cross-cutting stakeholders in eachmunicipality/delegation. These stakeholders should be familiar with the widest possible range oforganisationsthatmighthaveastakeintheissue(e.g.anNGOwithaninterestinwateravailabilitylinkedtohealth, livelihoodsandenvironmentacrossthemunicipality,ratherthanonethatworksspecificallywithwomenoryoungpeople inasmallnumberofvillages).Theplanningteamshouldaimto includeorganisationsthatrepresentarangeofdifferentperspectivesontheissueinordertofacilitatedebateabouttherelativeinterestsandinfluenceofthedifferentstakeholders(e.g.someonefromagovernmentdepartment or agency and someone from an NGO, not just people from different governmentdepartments).
Step2.Theplanningteamclearlyestablishesthefocusoftheprojectorissueinwhichorganisationsmayhaveastake.Theplanningteammustbeasspecificaspossible,sothatcross-cuttingstakeholderscanclearlyidentifywhohasastakeintheprojectandwhodoesnot.
Step 3. The planning team invites cross-cutting stakeholders to a workshop. Only two to fourstakeholdersplustheprojectteamshouldbepresentattheworkshop,astheaimisnottorepresentallstakeholders(thisisnotpossibleastheyhaveyettobesystematicallyidentified).Theworkshopshouldlastapproximatelyfourhours,butifthereistimeitismorerelaxedtohaveaone-dayevent.Workshopprotocolisasfollows:
• Atthebeginningoftheworkshop,theplanningteamshouldchooseawell-knownstakeholderorganisationandrunthroughthestakeholderanalysisforthisorganisationbywayofexample.Copies of the extendable matrix (presented in the LWSAP Manual [3]) should be drawn onflipchartpaperandstucktothewall,orpresentedonascreen,sothateveryonecanseewhatisbeing done. The following attributes should be assessed: interest in water management,involvement in water management, influence, knowledge, and access to high-quality water-related information. Theplanning team sould explain that interest and influence canbebothpositiveandnegative(e.g.agroup’s interestsmightbenegativelyaffectedandtheymayhavesufficientinfluencetoblockaswellastofacilitateaproject).
• Theplanningteamshouldthenaskparticipantstoidentifyorganisations,groupsorindividualsthatareparticularlyinterestedand/orinfluential.Theseshouldbelistedinthefirstcolumnofthematrix.(AworkedexampleofthematrixisprovidedintheLWSAPManualinordertoillustratehowtheprocessworks.)Thequestionsintheboxcanbeusedaspromptstohelpidentifyasmanystakeholdersaspossible.
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• Thegroupshouldworkthrougheachofthecolumnsinthematrix.Focusingononestakeholderatatime,thegroupshoulddiscussthenatureoftheirinterestandthereasonsfortheirinfluence,andshouldcapturethediscussionaswellaspossibleinthematrix.(Participantscanbeaskedtorecordpointsonpost-itnoteswherenecessary,toavoidtakingtoolong.)
• Afterabreak,participantsshouldbeinvitedtousetheremainingtimetoworkindividuallytocomplete the columns for all the remaining stakeholders. Participants can add rows for lessinterested and influential stakeholders as they go. Participants should be reminded to try toidentifygroupsthatmighttypicallybemarginalisedordisadvantaged,butthatstillhaveastronginterest.
• Participantsshouldbeaskedtochecktheworkdonebyotherparticipants.Participantscanaddtheirowncommentsusingpost-itnoteswheretheydisagreeordonotunderstand.
• The planning team should facilitate a discussion of the key points about stakeholders thatpeoplefeelshouldbetalkedaboutasagroup.Itisimportanttofocusonpointswherethereisparticulardisagreementorconfusionandtoresolvetheseissueswherepossible(acceptingthedifferingviewswhereitisnotpossibletoovercomedifferences).
• Theplanningteamshouldidentifykeyindividualswithwhomtocross-checkfindingsaftertheworkshop.Uptofiveindividualsfromparticularlyinfluentialorganisationsshouldbeselected.
Step4.Theplanningteaminterviewskeyindividualstocheckthatnoimportantstakeholdershavebeenmissed.Dependingonthesensitivityofthematerialcollected,theplanningteammayonlywanttosharethe listof stakeholderorganisationsand their interests (rather than their levelof interestoranythingelse). In the case of some individuals, itmay be possible to check all columns in thematrix, but it isimportanttobeawarethatsomeorganisationsmaybeupsetthatworkshopparticipantsperceivethemashavingalowlevelofinterestand/orinfluence.Ifthelistofstakeholdersfromtheworkshopissentinadvance,theseinterviewsshouldtakenolongerthan30minuteseachandcanbedonebytelephone.
Step5.Dependingonhowmuchtheanalysischangesaftertheworkshop,theplanningteammaywanttochecktheamendedversionwithworkshopparticipantsandmakeafinalversion.
Step6.Theplanningteamwritesuptheresults.Someofthecolumnscaneasilybeconvertedintographswhere there are numerical data or categories involved. The planning team should consider carefullywhetherallqualitativedatashouldbemadepubliclyavailableinaformthatislinkedtospecificnamedorganisations and individuals, especially where this concerns conflicts between organisations. For apubliclyavailableversionofthereport,typesofconflictmaybesummarisedandthenatureofstakesandtypesofinfluencemayalsobesummarisedfordifferenttypesofstakeholder,accompaniedbygraphsofnumericaldata/categories.Farmingorganisations,forexample,aremostlikelytobeinterestedincertainaspectsandhavemostinfluenceovercertainpolicyareas.Thefullstakeholderanalysismatrixshouldberetainedforusebytheprojectteam.
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Identifyingstakeholders
PROMPTS
Anumberofquestionsmaybeaskedtohelpidentifystakeholders—forexample:
• Whowillbeaffectedbythework?• Willtheimpactsbelocal,nationalorinternational?• Whohasthepowertoinfluencetheoutcomesofthework?• Whoarepotentialalliesandopponents?• Whatcoalitionsmightbuildaroundtheissuesbeingtackled?• Aretherepeoplewhosevoicesorinterestsintheissuemaynotbeheard?• Whowillberesponsibleformanagingtheoutcome?• Who can facilitate or impede the outcome through their participation, non-participation or
opposition?• Whocancontributefinancialortechnicalresourcestowardsthework?
Identifyingstakeholdercategories
CATEGORIES
Alternatively,theplanningteammightconsiderexamplesofstakeholdercategoriesandaskiftherearestakeholdersfromthesecategoriesthatshouldbeincluded:
• Governmentdepartments,politiciansandgovernmentagencies• Industry/producerrepresentativebodies/associations• Media• Tradingpartners• Landownersandlandmanagers• Specialinterest/lobbygroups• Nationalrepresentativeandadvisorygroups• Researchorganisations• Professionalgroupsandtheirrepresentativebodies• Representativegroups(e.g.forconsumersorpatients)• NGOsandcommunitygroups
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Results
FollowingtheLWSAPManualandtheproposedstakeholderassessmentmethodology,theinitialplanningteammembers,supportedbythelocalcoordinatorandtheRECteam,carriedoutstakeholderanalysesasasecondactivityandthirdstepintheLWSAPprocess,aspresentedinFigure1.
Figure1.Localwatersecurityactionplanningprocess
Stakeholderanalysiswascarriedoutinalltheparticipatinglocalcommunities:
InJordan:
• MunicipalityofAjloun• MunicipalityofAlKarak• MunicipalityofJerash• MunicipalityofAl-Salt
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InTunisia:
• NefzaDelegation• BirMchergaDelegation• MatmataDelegation• SidiAliBenAounDelegation
Atthebeginningoftheprocess,initialplanningteamsorganisedinitialworkshopsforinvitedstakeholders(naturalnetworkersandindividualswhoknowlotsofpeople)inordertoidentifyorganisations,groupsandindividualswhoareparticularlyinfluentialandinterestedindevelopingalocalwatersecurityactionplanatlocallevel.InitialworkshopswereorganisedinTunisiaandJordan,andalistofstakeholderstobeinvitedtothenationalstakeholderworkshopswascompiledasaresult.
Themaingoalsofthetwonationalstakeholderworkshopsorganisedfollowingtheinitialworkshopswereto: provide participants with basic theoretical information on stakeholder analysis; and develop astakeholderlist(i.e.tofillintheRECGreenSheetTableonStakeholderAnalysis[3]).ThefirstworkshopwasheldonJanuary12,2016,inHammamet,Tunisia,andbroughttogethermorethan40stakeholders.The secondworkshopwas held on January 14, 2016, inAmman, Jordan, duringwhichmore than 40stakeholdersdiscussedhowwatersecurityactionplanninginfluencesnationalandlocalstakeholders.
Asaresultofbothworkshops,stakeholder listsweredevelopedforeachmunicipalityanddelegation.These stakeholder lists were cross-checked (using a so-called triangulation process) by prominentindividuals(identifiedduringtheinitialworkshops)fromeachmunicipalityanddelegation.Afewchangesweremadeduringthisprocess,andtheprojectteamcameupwithfinalstakeholdertablesthatservedasabasisforrecommendationsonsettinguplocalLWSAPteamsinJordanandTunisia.
The two national workshops were followed by a regional workshop, held on January 20, 2016, inSzentendre,Hungary,inparallelwiththeRegionalTransboundaryWaterResourcesManagementevent.Duringtheregionalworkshop,allparticipantshadachancetodoublecheckthedevelopedstakeholderlists.Discussion focusedprimarilyonhow to avoidpossible conflicts andhow to create alliances thatempowermarginalisedgroups.
Characterisingandcategorisingstakeholders
Stakeholderswerecharacterisedbasedonfiveattributes(interest,involvementinwatermanagement,influence, knowledge, and access to high-quality water-related information) using the scale High –Medium–Low.
Afteradetailedanalysisoftherelationshipbetweeninterest inand influenceontheprocessofwatermanagementplanning,stakeholdersweredividedintothefollowingmaincategories:
• Keyplayers–Stakeholderswithahighlevelofinterestandinfluencethatshouldbeinvolvedinwatermanagementplanning.
• Contextsetters–Highlyinfluentialstakeholders,butwithlittleinterest.Thesestakeholdersmayrepresentasignificantriskandshouldthereforebemonitoredandmanaged.
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• Subjects–Stakeholderswithahighlevelofinterestbutlittleinfluencewho,althoughsupportiveby definition, lack any capacity for impact, although theymay become influential by formingallianceswithotherstakeholders.
• Thecrowd–Stakeholderswithlittleinterestinorinfluenceonthewatermanagementplanningprocess.Thereislittleneedtoconsiderthesestakeholdersinmuchdetailortoengagewiththem.
Besidesthosemajorcategories,severalsub-categorieswereidentifiedanddescribedseparatelyforeachmunicipalityanddelegation.
StakeholdercharacterisationandcategorisationinJordan
MunicipalityofAjloun
In Ajloun municipality, 14 stakeholders, representing local governmental authorities, civil societyorganisations,institutesofhighereducationandinternationalorganisationswereidentified,aspresentedinFigure2.
Stakeholdercharacterisation
Tenoutof14analysedstakeholderswereidentifiedashavingahighlevelofinterest.Themostnumerousamong thesewere representativesof localgovernment, followedby internationalorganisations,CSOsandoneinstituteofhighereducation.
AlowlevelofinterestwasattributedonlytoCSOs.
Six of the analysed stakeholders are highly involved in water management: they include tworepresentativesoflocalgovernmentdirectlyworkingonwaterissues;oneCSOworkingatnationallevel;andthreeinternationaldonororganisationssupportingtheimplementationofnumerouswater-relatedprojects.
Those identified as having little involvementwere representatives of local government (departmentswithinlocalself-governmentswhosepriorityisnotrelatedtowater)andCSOs,which,atthesametime,havealowlevelofinterestinparticipatinginwatermanagementplanning.
Tenstakeholderswereidentifiedashavingahighlevelofinfluenceonwatermanagement,mostofthemlocal government representatives. The least influential stakeholderswere found to be CSOs and oneeducationalinstitute.
Whencharacterisedaccordingtoknowledgeandaccesstohigh-qualitywater-related information, theproportionsofstakeholderswerethesame.Five localgovernmentrepresentativeshadahigh levelofknowledgeandgoodaccesstoinformation,followedbyinternationalorganisations,CSOsandinstitutesofhighereducation.
OnlyCSOswereidentifiedashavingalowlevelofknowledgeandlittleaccesstoinformation,and,atthesametime,wereassessedashavingalowlevelofinterestandlittleinvolvementinwatermanagementissues.
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Figure2.StakeholdergroupsinthemunicipalityofAjlounaccordingtothelevel(high,medium,low)ofthefollowingattributes:interest,involvement,influence,knowledge,andaccesstowater-relatedinformation
Stakeholdercategorisationbyinterestversusinfluence
InthemunicipalityofAjloun,threemainstakeholdergroups—keyplayers,subjectsandcrowd—andtwosubgroupswereidentified,aspresentedinFigure3.
Figure3.RepresentationofidentifiedstakeholdergroupsinAjloun(numberofstakeholders)
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Key players are the clearly dominant group, with eight analysed stakeholders in Ajloun. The groupcomprisesfourrepresentativesofgovernmentalauthoritiesandthreeinternationalorganisations,whileonlyoneCSOwasidentifiedasakeyplayer.Besideshavingahighlevelofinterestandinfluence,allkeyplayersarehighlyinvolvedinwatermanagement.Allofthemalsohaveahighlevelofknowledgeaboutwatermanagementandgoodaccesstohigh-qualitywater-relatedinformation.
Subjectsarerepresentedbytwostakeholders—aninstituteofhighereducationandaCSO.Althoughtheyhave little influenceon thewatermanagementprocess, theyhaveahigh levelof interest. Theirinvolvementinwatermanagementisconsideredmedium/low,althoughtheirknowledgeandaccesstoinformationishigh.
The crowd are stakeholders with a low level of interest and little influence, and they are poorlyrepresentedamongtheanalysedstakeholders.OnlyoneCSObelongstothisgroup,whichdoesnotdealprimarilywithwaterissues.
Clearcontextsetterswerenotidentified:thereisonlyasubgroupwithamediumlevelofinterestandhigh influence. This subgroup includes only one stakeholder representing governmental authorities(Governorate),whichisinvolvedonlyintheresolutionofwater-relatedconflicts.Bearinginmindthatthisstakeholderisinfluentialandhasgoodaccesstohigh-qualitywater-relatedinformation,theirinterestinwatermanagement,andespeciallywaterquality,shouldbeincreased.
Two stakeholders form a subgroup with a low level of interest andmedium influence— these arerepresentativesoflocalgovernmentandaCSO(DepartmentofAgricultureandafarmersgroup).Theirinterest is lowdue to the fact that theagricultural land theymanageanduse is rain fed.The levelofinvolvementofboththesestakeholdersinthewatermanagementprocessislow.
MunicipalityofAlKarak
InAlKarakmunicipality,15stakeholderswereidentified,representinglocalgovernmentauthorities,CSOs,thebusinesssector,institutesofhighereducationandinternationalorganisations.
Stakeholdercharacterisation
The analysis indicates that eight out of 15 stakeholders have a high level of interest, and are highlyinvolved, inwatermanagementplanning,aspresentedinFigure4Error!Referencesourcenotfound..Governmentalauthoritiesarethedominantstakeholdersinthesetwogroups(five),whilethebusinesssector,CSOsandinternationalorganisationshaveonerepresentativerespectively.
Sevenoftheidentifiedstakeholdershaveahighlevelofinfluenceonwatermanagement,andallofthemarehighlyinterestedandhighlyinvolvedinwatermanagement.OnlyoneCSOhasalowlevelofinfluence(GeneralUnionofFarmers).
Six of the identified stakeholders were assessed as having a high level of knowledge about watermanagement,whileonlytwostakeholdershavegoodaccesstohigh-qualityinformation.ItismainlyCSOsthathavelittleaccesstohigh-qualityinformation.
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Figure4.StakeholdercharacterisationinAlKarakmunicipality
Stakeholdercategorisationbyinterestversusinfluence
Using a rating for interest versus influence, only onemain stakeholder group (key players) and threesubgroupswereidentifiedinAlKarakmunicipality,aspresentedinFigure5.
Keyplayersarethedominantgroupwithsevenstakeholders,mainlyfromgovernmentalauthorities.ThegroupalsoincludesoneCSO,onebusinesssectorrepresentativeandoneinternationalorganisation.
Sixstakeholdershavemediuminterestandinfluence:thesearetwogovernmentalauthorities,twoCSOs,onebusinesssectorrepresentativeandoneinstituteofhighereducation.
Stakeholders with high interest and medium influence can be regarded as an intermediary groupbetweenkeyplayersand subjects.Onlyone stakeholderbelongs to this group, representing the localgovernment authority (Environment Directorate), which has influence mainly in the sector of waterpollution.
Stakeholderswithmediuminterestandalowlevelof influencearerepresentedbyjustoneCSO(theUnionofFarmers).
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Figure5.RepresentationofidentifiedstakeholdergroupsinAlKarakmunicipality(bynumberofstakeholders)
MunicipalityofJerash
In Jerashmunicipality, 14 stakeholders were identified, representing local governmental authorities,CSOs,internationalorganisations,consumers(endusers),themediaandthemosque.
Accordingtotheanalysis,fiveoutofthe14identifiedstakeholdershaveahighlevelofinterestinwatermanagement planning (three from the local authorities and two CSOs). Representatives of localauthoritieswithahighlevelofinterestare,atthesametime,highlyinvolvedandhighlyknowledgeable,andhavegoodaccesstohigh-qualitywater-relatedinformation,aspresentedinFigure6.
InfluenceistheweakeststakeholderattributeinJerashmunicipality.Onlytwostakeholders,representingthegovernmental authorities, are characterisedashighly influential,while theother stakeholdersareequallydistributedbetweenthegroupswithmediumandlowinvolvement.
Theanalysisrevealsthatalmosthalftheidentifiedstakeholders(eight)havealowlevelofinvolvementinwatermanagement,alowlevelofknowledge,andlittleaccesstohigh-qualitywater-relatedinformation.SuchstakeholdersincludeCSOs,consumers(endusers),themediaandthemosque.Capacity-buildingandawareness-raisingprogrammesarehighlightedasbeingimportantwaystoimprovetheirengagementinthewatermanagementprocess.
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Figure6.StakeholdercharacterisationinJerashmunicipality
Stakeholdercategorisationbyinterestversusinfluence
Acomparisonofinterestversusinfluenceshowsawiderangeofstakeholdergroups(Figure7).
Keyplayersarerepresentedbyonlytwostakeholder,bothofwhicharegovernmentalauthoritiesdirectlyinvolvedindifferentaspectsofwatermanagement.
Thereisonlyonestakeholder,agovernmentalauthority,withhighinterestandmediuminfluence.
Clearsubjects (highinterest, lowinfluence)arerepresentedbytwostakeholdersfromtheCSOsector.TheUnionofFarmershasan interest in irrigation issues,while the JerashDevelopmentAssociation isinterestedincommunitydevelopmentingeneral.There are three stakeholderswithmedium interest andmedium influence, all of them representinggovernmentalauthorities.Stakeholders with low interest and medium influence are represented by two international donororganisations.Bothhavelittleinfluenceonwatermanagementitself,buttheirfundingofwater-relatedinfrastructureprojectsgivesthemamediumlevelofinfluence.
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Withfourstakeholders,thecrowd(lowinterest,lowinfluence)iswellrepresentedinJerashmunicipality.This group comprises consumers (end users), themedia, themosque, and one representative of thegovernmentauthoritiesthatdealswitheducation.
Figure7.RepresentationofidentifiedstakeholdergroupsinJerashmunicipality(numberofstakeholders)
Al-Saltmunicipality
InthemunicipalityofAl-Salt,15stakeholderswereidentified,representinglocalgovernmentauthorities,CSOsandinstitutesofhighereducation.
Theanalysisidentifiessevenstakeholderswithahighlevelofinterestinwatermanagement,representingallthecategoriesmentionedabove(Figure8).
Stakeholderinvolvementinwatermanagementisverylow,withonlyonestakeholder,agovernmentalinstitution,havingahighlevelofinvolvement,while10outofthe15analysedstakeholdershavelittleinvolvementinwatermanagement.
Theanalysisalsoshowsalowlevelofinfluenceonwatermanagement.Onlytwostakeholdershaveahighlevelofinfluence,whileninehavelittleinfluenceonwatermanagement.StakeholderswithlittleinfluencearemainlyCSOs,farmersandhouseholds,andalsogovernmentalauthoritiesthatdonothaveaprimaryfocusonwaterissues.
The situation in terms of knowledge of water-related issue is far better. Almost half the analysedstakeholders(seven)haveahighlevelofknowledge.Theseincludegovernmentalauthorities,universitiesandsomeCSOs.
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Only three stakeholders have good access to high-quality water-related information. These are thegovernmentalauthoritydealingprimarilywithwatermanagement,theuniversity,andoneexpertCSO.Allotherstakeholdershaveamedium(seven)orlowlevelofaccess(five)towater-relatedinformation.
Figure8.StakeholdercharacterisationinAl-Saltmunicipality
Stakeholdercategorisationbyinterestversusinfluence
Theanalysisofinterestversusinfluenceshowssixstakeholdergroups,asillustratedinFigure9.
Keyplayers are representedby just two stakeholders, bothofwhich are governmental authorities inchargeofwatermanagement.
Therearealsotwostakeholderswithhighinterestandmediuminfluence:theuniversityandaCSO.
Thegroupofclearsubjects(highinterest,lowinfluence)isrepresentedbyjustoneCSO.Therearetwostakeholderswithmediuminterestandmedium influence,bothofthemgovernmentalauthorities.The groupwithmedium interest and low influence comprises three stakeholders, one governmentalauthority,oneCSOandtheuniversity.
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Thecrowdcategory,withlowinterestandlowinfluence,hastworepresentatives,bothgovernmentalinstitutionsthatarenotinchargeofwatermanagement.
0
Figure9.RepresentationofidentifiedstakeholdergroupsinAl-Saltmunicipality(numberofstakeholders)
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RecommendationsforsettingupalocalplanningteamasaresultofthestakeholderanalysisprocessRecommendationsforsettinguplocalplanningteamsinJordanFollowingtheresultsofthestakeholderanalysis,recommendationsweremadeforsettinguplocalplanningteamsinmunicipalitiesinJordan,aspresentedinTable1.
Table1.RecommendationsforsettingupthelocalplanningteaminmunicipalitiesinJordan
Ajloun
Jerash
AlKarak
Al-Salt
Gov
ernm
entalautho
rities
WaterDirectorateHealthDirectorateEnvironmentDirectorateGreaterAjlounMunicipality
JerashWaterManagementDirectorateHealthDirectorateAgricultureDirectorateEnvironmentDirectorateJerashMunicipalityJerashGovernorate
WaterDirectorateHealthDirectorateAgricultureDirectorateEnvironmentDirectorateJordanValleyAuthorityGreaterKarakMunicipalityKarakGovernorate
WaterDirectorateHealthDirectorateAgricultureDirectorateSaltMunicipalityGovernorate
Civilsociety
JordanHashemiteFundforHumanDevelopment(JUHOD)RoyalSocietyforNatureConservation(ACTED)
JerashDevelopmentAssociationUnionofFarmersinJerash
JordanianEnvironmentSocietyJordanHashemiteFundforHumanDevelopment(JUHOD)WaterUsersAssociationGeneralUnionofFarmers
BasmetAlkhairUnionofFarmersHousewives
Acad
emia Al-BalkaUniversity
Mu'taUniversity
PrincessRahmaUniversityCollege
20
Busine
ssse
ctor ArabPotashCompany
Manufacturingindustries(PhosphateCompany,IndustrialEstatesCorporation)
Internationa
l
organisatio
ns
GIZMercyCorpsUSAID
GIZ
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StakeholdercharacterisationandcategorisationinTunisiaBirMchergadelegationIn Bir Mcherga delegation, 13 stakeholders, representing government authorities, public utilitycompanies,CSOsandthebusinesssectorwereidentifiedandanalysed.Theanalysisshowsthatalmostallidentifiedstakeholdershaveahighlevelofinterestinwatermanagement(
Figure ). However, noneof themare highly involved inwatermanagement planning: the assessmentshows that eight have amedium level of involvement and five have little involvement. Both capacitybuildingandfinancialsupportforinstitutionsareneededinordertoimprovestakeholders’currentlevelofinvolvementinwatermanagement.
Althoughtheyhaveonlyamediumtolowlevelofinvolvement,stakeholdersarequiteinfluentialinthewatermanagementprocess.Tenoftheidentifiedstakeholdersareevencharacterisedashighlyinfluential.
Thesituationintermsofknowledgeandaccesstohigh-qualitywater-relatedinformationisalmostthesame.Noneofthestakeholdershaveeithergoodknowledgeorgoodaccesstowater-relatedinformation.Ten of the stakeholders have a low level of knowledge and eight stakeholders have little access toinformation.Thesestakeholdersbelongtoalltheidentifiedstakeholdertypes.
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Figure10.StakeholdercharacterisationinBirMchergadelegation
Stakeholdercategorisationbyinterestversusinfluence
The analysis of interest versus influence identifies only three stakeholder groups in Bir Mchergadelegation,asillustratedbyFigure1.
Keyplayersareclearlythedominantstakeholdergroup,comprising10outofthe13analysedstakeholders.
Thereisonestakeholderwithhighinterestandmediuminfluence,apublicutilitycompanyinchargeofdamoperation.
Subjectswithhigh interest and low influence are representedby two stakeholders— fishermennotconnectedwithothersocieties;andapublicutilitycompanynot inchargeofwatermanagement(thehygieneservice).
23
Figure1.RepresentationofidentifiedstakeholdergroupsinBirMchergamunicipality
Matmatadelegation
In the delegation ofMatmata,17 stakeholderswere identified, representing government authorities,publicutilitycompanies,CSOsandresearchinstitutions.
Theanalysisshowsthat15outofthe17stakeholdersarehighlyinterestedinwatermanagement,whilenoneoftheidentifiedstakeholdershadalowlevelofinterest,asshowninFigure2.
Theanalysisshowsthat10stakeholdershaveahighlevelofinvolvementandahighlevelofinfluenceonwatermanagement.
The situation in termsof stakeholders’ knowledge and access tohigh-quality information is quite theopposite.Theanalysisrevealedthat14stakeholdershavealowlevelofknowledgeregardingwaterissues:these includeall the identifiedCSOs (eight),while13, againmostlyCSOs, havepoor access towater-relatedinformation.
24
Figure2.StakeholdercharacterisationinMatmatadelegation
Stakeholdercategorisationbyinterestversusinfluence
Theanalysisofinterestversusinfluenceshowsthepresenceoffourstakeholdergroups,asillustratedinFigure3.
Keyplayersarethedominantstakeholdergroup,with10representatives.Thesebelongtogovernmentalauthorities,publicutilitycompaniesandtheCSOsector.
Stakeholderswithhighinterestandmediuminfluencearerepresentedbytwostakeholders—fromthegovernmentalandresearchsector(thelocalcouncilandtheInstituteofAridLandofGabes).
Subjectsarerepresentedbythreestakeholders—twofromtheCSOandone fromthegovernmentalsector(hygieneservice).Stakeholderswithmedium interestandmedium influencehave tworepresentatives—one fromthegovernmentalsectorandoneCSO.
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Figure3.RepresentationofidentifiedstakeholdergroupsinMatmatamunicipality
Nefzadelegation
In Nefza delegation, 30 stakeholders were identified from different governmental sectors (localgovernment,publicutilitycompanies,stateagencies),andCSOs.The analysis shows that 14 stakeholders, representing local government andpublic utility companies,haveahighlevelofinterestinwatermanagement,whileeighthavemediuminterestandeighthavelittleinterest,aspresentedinFigure4.Involvement inwatermanagement isquite low.Only fiveof the30 identified stakeholdersarehighlyinvolved in water management, representing local government and public utility companies. Twelvestakeholdershaveamediumlevelofinvolvement,while13stakeholdershavealowlevelofinvolvement,includingalltheidentifiedCSOs(three),fiverepresentativesoflocalgovernment,fourstateagencies,andonlyonepublicutilitycompany.Thereare13highlyinfluentialstakeholdersfromlocalgovernmentandthepublicutilitysector.Therearealso13stakeholderswithlittleinfluence,althoughtheseincludestakeholdersfromallidentifiedsectors.Thesituationintermsofknowledgeissimilar.Elevenstakeholdershaveahighlevelofknowledge,while13havelittleknowledgeofwaterissues.
Seventeenstakeholdershavegoodaccesstohigh-qualityinformation.Thegroupisdominatedbylocalgovernmentandstateagencies,while11havealowlevelofaccesstoinformation.
26
Figure4.StakeholdercharacterisationinNefzaaccordingtointerest,involvement,influence,knowledgeandaccesstohigh-qualitywater-relatedinformation
Stakeholdercategorisationbyinterestversusinfluence
Theanalysisofinterestversusinfluenceshowsfivestakeholdergroups,aspresentedin
Figure5.
27
Figure5.RepresentationofidentifiedstakeholdergroupsinNefzamunicipality
Key players, with 13 representatives, are the dominant stakeholder group. These stakeholders aregovernmentalauthoritiesandpublicutilitycompanies.
Only one stakeholder, representing local government, has high interest and medium influence (theGeneralCommissionforRegionalDevelopment).
Fivestakeholdershavemediuminterestandlowinfluence—threegovernmentauthorities,onestateagency and one public utility company (the departments of the local administration in charge ofequipment,forestry,andwaterandsoilconservation;theAgencyofAnimalHealth;andthepublichygienecompany).Thegroupofstakeholderswithmediuminterestandmediuminfluencecomprisesthreerepresentatives—twostateagenciesandonefromthelocalgovernment.
Thecrowdcategory,witheightstakeholders,iswellrepresentedinNefzadelegation.Thisgroupincludesdepartmentsinthelocaladministrationnotdealingprimarilywithwaterissues,ordealingwithcoastalwaters,aswellasCSOs.
SidiAliBenAoundelegation
InSidiAliBenAoundelegation,12stakeholderswereidentified,representinglocalgovernment,CSOs,andhighereducationandresearchinstitutes(Figure6).Thereissignificantinterestinwatermanagementamongallidentifiedstakeholders—ninestakeholdershaveahighlevelofinterest,whilenostakeholderhasalowlevelofinterestinwatermanagement.Stakeholder involvement is also significant. More than half the identified stakeholders (seven),representingallidentifiedsectors,arehighlyinvolved.
Almostallidentifiedstakeholdersareinfluential—10ofthemhaveahighlevelofinfluence,whileonlyone institute of higher education has a medium level of influence, and one local governmentrepresentativehaslittleinfluence.
Levelsofknowledgeandaccesstowater-relatedinformationare,onaverage,low.Onlyonestakeholderhasahighlevelofknowledgeandgoodaccesstoinformation(theRegionalCommissionerforAgriculturalDevelopment).
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Figure6.StakeholdercharacterisationinSidiAliBenAoundelegation
Stakeholdercategorisationbyinterestversusinfluence
Theanalysisofinterestversusinfluenceshowstheexistenceoffourstakeholdergroups,aspresentedinFigure7.
Keyplayersarethedominantstakeholdergroup,witheightrepresentativesfromall identifiedsectors(three from local government, three public utility companies, one CSO and one institute of highereducation).
Onlytwostakeholdershavemediuminterestandhighinfluence—onerepresentativeoflocalgovernmentdealingwithfinancialissues,andoneCSO.
There isonlyonerepresentativeof the subjectscategory (high interestand low influence)—apublicutilitycompanydealingwithhealth-relatedservices.One stakeholder— a research institution—was identified as havingmedium interest andmediuminfluence.
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Figure7.RepresentationofidentifiedstakeholdergroupsinSidiAliBenAoun
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RecommendationsforsettingupthelocalplanningteamsinTunisia
Followingtheresultsofthestakeholderanalysis,recommendationsweremadeforthesettingupoflocalplanningteamsinthedelegationsinTunisia,aspresentedinTable2.
Table2.RecommendationsforsettinguplocalplanningteamsinthedelegationsinTunisia
BirMcherga
Matmata
Nefza
SidiAliBenAoun
Gov
ernm
entalautho
rities
DelegateofBirMchergaRegionalCommissionerforAgriculturalDevelopment,DepartmentofWaterResources,ExtensionServices
RegionalCommissionerforAgriculturalDevelopment(CRDA),ExtensionServicesandCropProductionDelegateofMatmataManagementCouncilLocalCouncil
HygieneService
RegionalCommissionerforAgriculturalDevelopment(CRDA),ExtensionServiceandCropProductionAdministrationofIrrigatedRegionsinNefzaMayor
FinancialReceiptServiceMaintenanceManagementofNefzaSanitaryService
DevelopmentCouncilsDepartmentofForestry,WaterandSoilConservation
FinancialManagementandIncentivesAgriculturalInvestmentPromotion
RegionalCommissionerforAgriculturalDevelopment,ExtensionServicesandCropProductionDelegateDistrictChiefsHygieneServiceFinancialReceiptService
31
Busine
ssse
ctor
NationalWaterDistributionUtility(SONEDE)TunisianElectricityandGasCompanyThermalandHydrotherapyCenterOperationServiceofBirMchergaDamsFinancialReceiptServiceHygieneService
NationalWaterDistributionUtility(SONEDE)CityMaintenanceAssociation
NorthCanalWaterCompany
NationalWaterDistributionUtility(SONEDE)LocalAdministrationofSidiBarrakDam
NationalWaterDistributionUtility(SONEDE)
Acad
emia
InstituteofAridLandofGabes(IRA)
AgriculturalResearchCentreTechnologicalPole
Civilsociety
WaterUsersAssociationFishermenRegionalFarmersUnion
HeritageProtectionAssociationAmalAssociationWastewaterServiceatlocallevelAssociationofHeritageTamazretChabetSmala(GDA)UnionofFarmersTunisianFederationBusinessSectorofHotels(FTH)
CoachingAgriculturalCell
WaterUsersAssociationsNemaAssociation
32
Conclusions
Thestakeholderanalysis,followingthepresentedmethodology,wassuccessfullycarriedoutinpartnermunicipalitiesanddelegationsoftheWATERSUMprojectundertheWaterandSecurityComponent.
- InJordan,themunicipalitiesofAjloun,AlKarak,JerashandAl-Salt- InTunisia,thedelegationsofNefza,BirMcherga,MatmataandSidiAliBenAoun
The results of the stakeholder analysis ensured the balanced composition of local planning teams bysecuringtheparticipationofdifferentstakeholders,rangingfromkeyplayerswithahighlevelofinterestandhighinfluence,tothosewho,whileperhapslessinfluential,wereveryimportantforthesuccessoftheactionplanningprocess.
Stakeholderswithalowlevelofknowledgearedefinedasaprioritytargetgroupforthecommunicationstrategyatthelevelofmunicipalityordelegation,andarealsorelevantfortheregional-ornational-levelcommunicationstrategy.
The local planning teams were officially established taking into consideration the results of thestakeholderanalysisineachpartnermunicipalityanddelegation,andthelocalandnationalworkshops.Thiswasdonebymeansofaformalwrittendecision(order)ofthelocalself-governmentunit’sdecision-makingauthority(i.e.themayorinJordanortheheadofthedelegationinTunisia).
ThepresentmethodologywasusedineightpartnerlocaladministrativeterritoriesduringtheprocessofforminglocalplanningteamsanddraftingLWSAPs.However,webelievethatitcanalsobeofuseinotherlocalcommunitiesinterestedindevelopingLWSAPsinJordan,TunisiaandothercountriesintheMENAregionandbeyond.
References
1. Websiteoftheproject“SustainableUseofTransboundaryWaterResourcesandWaterSecurityManagement”(WATERSUM)(watersum.rec.org)
2. S.Milutinović,R.Laušević,J.Petersen-Perlman,M.BartulaandA.Solujić(2016).LocalWaterSecurityAssessmentforImprovedWaterManagementinSelectedCountriesintheMiddleEastandNorthAfrica(MENA)Region.Technicalreportfortheproject“SustainableUseofTransboundaryWaterResourcesandWaterSecurityManagement”(WATERSUM),Component2:WaterandSecurity.RegionalEnvironmentalCenter,Szentendre,Hungary.ISBN978-963-9638-70-9
3. R.Lausevic,S.Milutinovic,J.Petersen-Perlman,M.Reed,A.Graves,M.Bartula,S.SusicandA.Popovic(2016).LocalWaterSecurityActionPlanningManual.RegionalEnvironmentalCenter,Szentendre,Hungary.ISBN978-963-9638-69-3
4. M.Reed.Step03,StakeholderAnalysis.In:R.Lausevic,S.Milutinovic,J.Petersen-Perlman,M.Reed,A.Graves,M.Bartula,S.SusicandA.Popovic(2016).LocalWaterSecurityActionPlanningManual.RegionalEnvironmentalCenter,Szentendre,Hungary.ISBN978-963-9638-69-3,pp.30–36.
watersum.rec.org
IIn the framework of the Water and Security (WaSe) component of the
WATER SUM project, stakeholder analyses were carried out in local
communities in Jordan (the municipalities of Al Karak, Jerash, Al-Salt
and Ajloun) and Tunisia (the delegations of Sidi Ali Ben Aoun,
Bir Mcherga, Nefza and Matmata) using the methodology established in
the WATER SUM Local Water Security Action Planning Manual.
This report presents the results of the stakeholder analyses carried out
in the partner communities.
watersum.rec.org
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