Collaborative partnerships and the challenges for sustainable water management

Margerum, Richard D.; Robinson, Catherine J.

doi:10.1016/j.cosust.2014.09.003

Cited by 134 publications

(89 citation statements)

References 35 publications

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“…For successful partnership working, there is a need for leadership from individuals within organisations who are able to span boundaries, and build trust and relationships (Margerum and Robinson 2015). Developing shared practices that foster collaboration would help address the risk of interagency fragmentation and ineffective communication.…”

Section: Discussionmentioning

confidence: 99%

Recognising barriers to implementation of Blue-Green Infrastructure: a Newcastle case study

O’Donnell

Lamond

Thorne

2017

Urban Water Journal

188

128

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There is a recognised need for a fundamental change in how the UK manages urban water and flood risk in response to increasingly frequent rainfall events coupled with planned urban expansion. Approaches centred on 'living with and making space for water' are increasingly adopted internationally. Nonetheless, widespread implementation of Blue-Green Infrastructure (BGI) is currently hampered by barriers that impede uptake and innovation. We investigate the barriers to implementation of BGI in Newcastle, UK, through a series of semi-structured interviews with professional stakeholders. We identify and categorise 17 types of barrier and identify targeted strategies to overcome the dominant barriers. We recommend promotion of BGI's capacity to meet the objectives of multiple organisations and Local Authority departments, in addition to managing urban water. We conclude that strong business cases, supported by monetised evidence of benefits, and collaborative, inter-agency working could advance implementation of BGI within the current flood risk management legislation.

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Section: Discussionmentioning

confidence: 99%

Recognising barriers to implementation of Blue-Green Infrastructure: a Newcastle case study

O’Donnell

Lamond

Thorne

2017

Urban Water Journal

188

128

View full text Add to dashboard Cite

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“…In this way the Deed anecdotally appears to shift the response along the continuum toward being a 'coordination' problem, but by broadening the set of stakeholders involved, paradoxically moved the system toward collaboration in other ways . In fact such paradoxes and complexity are mirrored in countless examples of environmental governance problems globally -from irrigation for agriculture (Edelenbos and van Meerkerk 2015;Hoogesteger 2015;Margerum and Robinson 2015), through to policies around environmental and industry trade-offs (Robinson et al 2011;Frey and Berkes 2014;Prager 2015). Across such examples, moving beyond the crude mantra of collaboration being a universal 'good' requires a better understanding of where collaboration sits alongside other forms of interaction.…”

Section: Distilling Collaboration From Coordinationmentioning

confidence: 99%

Balancing collaboration with coordination: Contesting eradication in the Australian plant pest and disease biosecurity system

et al. 2017

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Abstract:The logistical challenge of coordinating natural resource management actions across large scales is typically complicated by the diversity of stakeholders' interests. Devising a plan is difficult. Getting diverse stakeholders to agree to and adhere to any logistical solution is harder still. Hence logistical solutions to large-scale problems involve a combination of coordination, and trust-building and contestation which are two key features of collaboration. We studied networks based on stakeholder participation in institutional responses to agricultural pest and disease incursions, where the spatial complexity of response is further challenged by the need to design and implement plans quickly in order to stop Balancing collaboration with coordination 331 the spread of incursions. Using data from the 2010 Australian myrtle rust incursion, we used novel statistical network methods which showed that policy forums at national scales, where higher-level decisions are made, were associated with denser overlapping stakeholder interactions signifying collaboration (bondingcapital, high transaction-costs). Our qualitative data unpacked this, showing how at times uncertainty in process and information is used by some stakeholders to contest decisions at national scales. We failed to find statistical evidence that at local scales, where plans are implemented more-or-less at face value, networks exhibited lower-transaction cost interactions associated with the socially cheaper task of coordination (bridging-capital, low transaction-costs). By identifying the mix of coordination and collaboration in networks for solving environmental problems, capacity building can be more targeted, and rules-of-behaviour can be developed that better fit the requirements of the diverse tasks involved.

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“…Several instruments exist to assess the sense of community, such as the Psychological Sense of Community instrument (Jason et al 2015). Such an assessment would be very useful in research on collaborative watershed partnerships (see Margerum andRobinson 2015, Cook et al 2016). Interesting questions include the degree of community, the factors that influence this, and the impact on performance.…”

Section: Discussionmentioning

confidence: 99%

River basin management and community: the Great Ouse Basin, 1850–present

Mostert

2017

International Journal of River Basin Management

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River basins are difficult units to manage. Society is generally not organized on the basis of river basins, yet river basins are important units for society and vice versa. This paper discusses the development and effectiveness of river basin management, using the Great Ouse Basin in the east of England as an example. Because of conflicting interests between upstream and downstream areas in this basin, it took some 70 years, from 1850 to 1920, to establish the first basin-wide management body, and because of these interests this body was initially not very effective. Over the years management was scaled up until in 1989 a national rivers authority was established. A fundamental issue was the lack of a sense of community at the basin scale. This could have mitigated the conflicts of interests and facilitated better cooperation. The paper recommends more research on the role of community in river basin management and suggests to extend the notions of 'institutional' and 'socio-ecological fit' to include 'community fit'. ARTICLE HISTORY

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Collaborative partnerships and the challenges for sustainable water management

Cited by 134 publications

References 35 publications

Recognising barriers to implementation of Blue-Green Infrastructure: a Newcastle case study

Recognising barriers to implementation of Blue-Green Infrastructure: a Newcastle case study

Balancing collaboration with coordination: Contesting eradication in the Australian plant pest and disease biosecurity system

River basin management and community: the Great Ouse Basin, 1850–present

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