3. Developing options

Developing options (5 months)• Generate three different options for future institutional arrangements for the Mvoti

• Work up details of options (in terms of five assets) and initial appraisals

• Undertake detailed appraisals and select preferred option

Agreeing the best option (5 months)• Agree proposal and constitution for consultation

• Finalise proposal and constitution and present to Minister for in principle approval

• Final amendments and approval

4. Agreeing the best option

Findings:

Building effective multi-stakeholder dialogue in the Mvoti has been critical to finding an effective solution

In this case the catchment was small enough to become the ‘mediating object’ for the dialogue

The dialogue was built on stakeholder terms (what might be the most appropriate institutional arrangements for the Mvoti?) rather than on DWAF’s terms (how to transform the IB’s?)

Investing in the dialogue process (social learning takes time) has resulted in significant commitment from most stakeholder groups; the relationship with DWAF (which is multi-level) has proved to be one of the more challenging

1. Building the dialogue

2. Broadening the dialogue

3. Developing options

4. Agreeing the best option

In a world of performance targets, this partially linear, partially non-linear model of project management helped to frame the dialogue

Case study 2: How to design a learning system for the DWAF KZN staff development programme: focusing on social learning for adaptive, integrated water resources managing

8 x 1 or 2-day workshops

Sept07 Dec

07 Feb08 May

08 July08 Sept

08 Nov08 Feb

09

Framing adaptation through the metaphor of ‘transition’

old systemcurrent system

future system

Managing the transition…

…requires a learning journey

Using an action learning approach…

Real world work

Personal toolkit

Real world work

Learning community

Learning community

Personal toolkit

Learning community

What is the real world issue or question I am

struggling with?

Others offer insights to questions to help me to

clarify ways forward

I experiment with new approaches (over a 2 month

period)

I make a plan to try out new

approaches

I review my plan with colleagues

I review with colleagues what I

did and how effective I was

I adapt my personal toolkit

and plan for further actions

Interactive developing of options

Recommendations

Existing Lawful Use

License applications

Future Usescenarios

Water for Equity& rural development

AllocationSchedule

Process tofinalise

Water Availability (models)

Reservoir Scenarios

Installed Modeling Systems

ISP

ProcessTo Finalise

Catchment Management

StrategyManagement class

& RO process

Pu

blic

A

wa

ren

ess

Pu

blic

P

arti

cip

atio

nP

ub

lica

tio

nA

pp

eals

, e

tc

De

velo

p c

atc

hm

en

t M

ana

ge

men

t s

tra

teg

y

Formalising IWRM

Na

tio

na

l Wa

ter

Re

sou

rces

Str

ate

gy

ProcessTo

Finalise

Socio-economics

How do we understand ‘integration’ across a complex set of issues?

Social

Environmental

Infrastructure

Is it possible to integrate these four themes using

technical models?

Economic

Social

Environmental

Infrastructure

And how do you do this when you are trying to build understanding with different

stakeholder groups?

Economic

Infrastructure

Social

Environmental

Many clever but complex technical models of integration exist…

Economic

Infrastructure

Social

Environmental

…but (how) will stakeholders

understand them?

Economic

Social

Environmental

Infrastructure

So… how do you build understanding with different

stakeholder groups?

Economic

Social

Environmental

Infrastructure G-F-I* Economic

Learning

Watercourseapproach:

*Governance – facilitation -

integration

Sustainable livelihoods approach

Ecosystem services approach

Facilitation skills

Adaptive learning approach

EconomicsInfrastructure

IWRM approach

Findings:

The transition metaphor proved critical in making sense of policy implementation, especially debates about ‘blueprint’ guidance vs social learning

The practice of action learning made sense in this context and participants found this practice invaluable, although difficult to square with a performance culture of ‘delivery’ (ticking boxes)

Participants valued social learning as an approach to building an IWRM toolkit, although after only 8 workshops not all participants would yet feel confident to put this approach into practice