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Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
Strengthening multi-stakeholder processes
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Strengthening multi-stakeholder processes

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  • Title of presentation 18/01/10 MeTA
  • Title of presentation 18/01/10 MeTA
  • Title of presentation 18/01/10 MeTA In all the MeTA countries, there is now some experience of trying to make a multi-stakeholder process work.
  • Title of presentation 18/01/10 MeTA As part of the baseline assessment – the Institute of Development Studies is developing a practical tool to enable countries to map the types of stakeholders interested in access to medicines issues and to help scope out the policy engagement and communication processes that are prevalent in the country As part of the Pharma Policy course in January in Jordan, a two day workshop will be included, facilitated by Wageningent, that focuses on the multi-stakeholder process. This will build on existing skills and knowledge and current challenges being faced in each of the countries. It will support ongoing learning and application of new knowledge and skills within the context of national multi-stakeholder groups. This will be followed out by distance coaching and some in-country support.
  • The following slides aim to give you some background on MSP Title of presentation 18/01/10 MeTA
  • Title of presentation 18/01/10 MeTA
  • Title of presentation 18/01/10 MeTA This figure summarises the characteristics of MSP
  • The conceptual Framework will focus on the MSP approach the Wageningen Institute is using. The aim of this framework is to guide facilitators, process managers and leaders of these stakeholder groups in the task of designing and supporting a process that is UNIQUE to the demand of a specific situation. Framework has 3 main elements Theoretical Assumption: MeTA The Dynamic of change The MSP core project Title of presentation 18/01/10 MeTA
  • Title of presentation 18/01/10 MeTA
  • The initiating phase in particularly critical. This is when the feasibility of a process needs to be checked, legitimacy established, the politics of a situation understood, key stakeholders engaged and the initial scope, mandate and process agreed on. Mistakes and misjudgments at this early stage can spell disaster or at least create a lot of unnecessary difficulty. In Adaptive Plann ing, an understanding of the different issues and needs of the various stakeholder groups is created; where the wider environment is examined, the future vision and ambitions explored and current problems assessed. This is the basis on which strategies and actions can be agreed upon. A big risk for multi-stakeholder processes is that they stay at the planning and visioning phase and do not actually lead to action and change. A very different dynamic, set of resources and even skills is needed for the action or implementation phase of a stakeholder process. Very few stakeholder processes effectively embed monitoring into the process. We use the term reflexive monitoring here to refer to a type of monitoring that enables the actors to learn about their process as it unfolds and to adapt it. It is important to monitor not just the anticipated outcome of the process, but also the expectations and quality of the process itself. Title of presentation 18/01/10 MeTA
  • Process of documenting Title of presentation 18/01/10 MeTA
  • Title of presentation 18/01/10 MeTA
  • Transcript

    • 1. Andrew Chetley Elodie Brandamir Strengthening multi-stakeholder processes MeTA 18/01/10
    • 2. Overview <ul><li>MeTA Multi-stakeholder initiatives </li></ul><ul><li>Background on Multi-stakeholder processes </li></ul><ul><li>Wageningen Initiative: Country Support on Multi-stakeholder Process </li></ul>18/01/10 MeTA
    • 3. Reflections on multi-stakeholder processes <ul><li>What has worked? </li></ul><ul><li>What has been challenging? </li></ul><ul><li>What needs support and some additional knowledge and tools? </li></ul><ul><li>How can we improve the way in which multi-stakeholder groups are functioning in the countries? </li></ul>18/01/10 MeTA
    • 4. Two initiatives to support country efforts <ul><li>IDS – a practical mapping tool as part of the baseline assessment </li></ul><ul><li>Wageningen University – a coaching and support process to strengthen capacity to facilitate effective multi-stakeholder processes </li></ul>18/01/10 MeTA
    • 5. Why use Multi-Stakeholder Processes (MSPs)? <ul><li>MSP’s engage stakeholders in processes of dialogue, trust building and collective learning, that aim to improve innovation, decision making and action. </li></ul><ul><li>They may also be specifically focused on overcoming conflict. </li></ul><ul><li>They are particularly relevant in situations where the dynamics between different stakeholder groups and interests means that without constructive engagement progress is difficult or impossible. </li></ul>18/01/10 MeTA
    • 6. MSPs are diverse <ul><li>Purpose: Input for policy making, Conflict Management, Decision Making, Project or Programme Design, Empowerment, Resource management, Economic Development </li></ul><ul><li>Subject: Environmental Management, Health, Rural development, Cross-sectoral approach </li></ul><ul><li>Scale: All possible scales between Local and Global </li></ul><ul><li>Participants: Government, Business, Civil Society, Scientists, citizens </li></ul><ul><li>Process: Long or Short-term, and use of many different methods </li></ul>18/01/10 MeTA
    • 7. Characteristics of MSPs 18/01/10 MeTA
    • 8. Framework for facilitating MSPs 18/01/10 MeTA
    • 9. Dynamics of change <ul><li>Institutional innovation – what is the role of MSPs in institutional change and what institutional support is needed for MSPs to function? </li></ul><ul><li>Learning dynamics - interactive learning, mediation and conflict management and analytical methodologies and tools help to strengthen MSPs </li></ul><ul><li>Interpersonal capacities – of individuals, stakeholder leaders and facilitators play a key role in the effectiveness of an interactive process. </li></ul>18/01/10 MeTA
    • 10. The MSP core process 18/01/10 MeTA
    • 11. Supporting MeTA Countries MSP <ul><li>People attending the workshop in Jordan should fill in the needs assessment form by 15 Dec. (this can be discussed by the national multi-stakeholder group) </li></ul><ul><li>Workshop in Jordan 15-16 Jan </li></ul><ul><li>Follow up coaching and support from a distance and in-country (Jan-Jun) </li></ul><ul><li>Follow up session as part of the international meeting in late Jun 2010 </li></ul><ul><li>Ongoing documentation of experiences/challenges (case-studies) </li></ul>18/01/10 MeTA
    • 12. Thank you! <ul><li>Elodie Brandamir </li></ul><ul><li>[email_address] </li></ul><ul><li>Skype: Ebrandamir_meta </li></ul><ul><li>Andrew Chetley </li></ul><ul><li>[email_address] </li></ul><ul><li>Skype: andrew.chetley </li></ul>18/01/10 MeTA

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