Characterising features of change in a networked governance process

The interactions between the components of the catchment governance system can change and fluctuate through the transformation of links and the introduction of new network structures.

Stakeholders in the Wear catchment have observed changes in patterns of interactions in the recent past, which can be interpreted in terms of changes in the configuration of the governance network. Over the course of the two years prior to the interviews with stakeholders for this project, there had been a widening of the application of the CaBA approach as the pilot phase for the Wear catchment evolved into the main delivery phase. The descriptions that the participants in this research give of changes in the structure of interactions broadly fit within the descriptive understanding of CaBA. The changes discussed specifically represent the morphing of practice and the refining of the network structures, institutions and practices as the process continues to be embedded in the catchment.

The Wear Catchment Partnership is a central feature of the CaBA and although it represents a major change to the configuration of the governance network, its establishment is not a major focus of the changes described by stakeholders due to its familiarity; only the more recent changes and transformations are the focus. One stakeholder notes that changes in the partnership are evident and the group is “now much more organised and there is more opportunity for that cross fertilisation of information, so I think that will be a growing area.” (Stakeholder #8). Other stakeholders mentioned that at the time of interviews their organisation was going through a time of change or restructuring, either due to a push for more integrated, collaborative management or in combination with other factors such as political or economic change. In each case, the changes represent parts of the catchment network that can be seen as new to the stakeholders.

The changes described in Table 5.4 represent those mentioned by the interviewees in the Wear catchment. Each of the changes described represent ways that new links and resultant socio-environmental network structures are being built by the choices and opportunities of each of the groups and stakeholders.

Change Scale Network

Likely that CaBA has influenced a new way of working. Evident only in larger organisations. Likely smaller organisations

Can be both formal and informal. There is oftenan implicit understanding of collaboration as co-creation of knowledge in order to problem-solve.

Communication, conversation and drive to achieve a goal are evident in the process of setting up projects. Often a more powerful actor taking the lead ‘picks’ participants (EA for example has the power to include and exclude). Others mutually discuss

Network metrics have also suggested the value of partnerships, particularly in the early stages in bringing together disparate groups in order to bridge knowledge and create spaces for co-creation. The Coastal Streams Partnership is specifically a new partnership in which meetings are focused on gaining funding and pooling ideas for projects.

Table 5.4. A description of the changes observed in management practice by stakeholders in the Wear catchment.

5. A network perspective on catchment management

Change Scale Network

 Set up relationships for partnership projects at

 Soil and water management meeting

 Fisheries forum

The meetings are seen as temporary structures that emerge to meet specific needs at a specific place, mainly to share information in order to facilitate action, but also to change attitudes or behaviours in order that action outside of the context of the structured network might meet the specific goals.

5.

 NWL included in catchment host meetings

It is likely to be a strategic act of the WRT and EA (both catchment hosts) to include NWL in

catchment host meetings in order to bring them into collaborative relationship with the other

organisations and facilitate the sharing of resources, knowledge and data, but to also influence and align behaviours and priority setting.

158 5. A network perspective on catchment management

6.

It is implicit that the stakeholders believed that the learning opportunities offered across scales would lead to a more informed process of decision-making and priority setting having learned lessons from others in similar situations. Decisions to

communicate across geographies might manifest in collaborative projects or more informally in regular communication.

The catchment advisers in NWL, for example, as intermediaries are able to take an overview by building relationships with other

stakeholders in the area and therefore

understand the activities happening throughout the catchments and consequently influence practice within NWL, by being an ambassador of CaBA in line with internal strategies. This change in structure may be a sign that the partnerships and CaBA are becoming permanently embedded in practice and the adjustment of engaged organisations is a solidifying of governance process and an institutionalisation.

159 5. A network perspective on catchment management

160 The changes observed by the stakeholders span individual and organisational change; broader strategic change in network structure at the sub-catchment or inter-organisational level; changes that affect catchment wide structures, such as the WCP; and changes that stem from inter-catchment communication that have the potential to affect multiple inter-catchment systems. Most changes aim to affect relationships, usually strengthening links through the increased exchange of knowledge and information or offering opportunities to repeatedly meet or share in an activity and thus build trust. The purposes of changes are variable but are possibly connected by bringing people together, to share or transfer knowledge, better devise solutions or decisions, and influence behaviour. The drivers of changes are based around an awareness of the need to fulfil a particular target or expected standard, and are mostly proactive changes based on strategic planning. At the level of individual groups, there is also some influence of a need to react to the change that is already happening and a need to match the practice and attitude of other groups in the catchment, which is perhaps representative of an aligning of practice. The complexities of the specific examples in the Wear demonstrate a mix of formal and informal changes in interaction, of which the formal changes may represent an institutionalisation of the CaBA approach in practice and, particularly in the operational style of organisations. In general the changes observed pick up on the proactive nature of the approaches within the Wear (if arguably generally reactive to national and international scale drivers) and the ability of the network to transform through changes at multiple scales representing a change in configuration of governance, and facilitating change aimed at strengthening relationships to help meet strategic goals through particular management mechanisms.