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1
”WORKING WITH STAKEHOLDER
DIALOGUES
IN WATER CONSERVATION“
Amman, Jordan
February 10th
- 13th
, 2014
Documentation
This project is funded by European Union´s Non-State and
Authorities programme for “Strengthening the Capacities of Non-State Actors-Actions in partner countries (Multi-
country)”
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Table of contents
1 Day 1: Introducing Stakeholders Dialogue in Water Conservation ................................................ 3
1.1 Participants Expectations......................................................................................................... 4
1.2 The concept of Stakeholders Dialogue .................................................................................... 5
1.3 Best Practice Examples on Stakeholders Dialogue in IWRM ................................................. 5
1.4 Recap results Multi Stakeholder Event ................................................................................... 5
1.5 Group Work 1: Best practice: Stakeholder engagement in water conservation ...................... 8
2 Day 2: Understanding the Dialogic Change Model ....................................................................... 10
2.1 Group Work 2: Purpose & Form of Stakeholder Dialogues................................................ 11
2.2 The Dialogic Change Model ................................................................................................. 13
2.3 Group Work 3: Stakeholder Analysis ................................................................................... 13
3 Day 3: Building Commitment ....................................................................................................... 16
3.1 Group Work – Establishment of a platform .......................................................................... 17
3.2 Navigating differences........................................................................................................... 18
3.3 Speed dating .......................................................................................................................... 19
3.4 Success Factors group results ................................................................................................ 20
4 Day 4: UnderstanDing the Key Factors For Successful Implementation ...................................... 22
4.1 Planning the joint future ........................................................................................................ 23
5 Participants .................................................................................................................................... 24
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1 DAY 1: INTRODUCING STAKEHOLDERS
DIALOGUE IN WATER CONSERVATION
Day 1
Main objectives: Introducing Stakeholders Dialogue in water conservation.
Show best practice examples from Germany and the region. Participants
understand the concept of Stakeholders Dialogue and its function in societal
change.
8:45-9:00 Welcome Coffee
9:00-10:00
Introduction
• Welcome of participants
• Participants expectations
• Introduction CLI
• Program overview
10:00-10:20 Coffee/Tea-break
10:20-10:50
The concept of Stakeholders Dialogue
• What are Stakeholders Dialogue?
• Examples of Stakeholders Dialogue
• Why working with Stakeholders Dialogue?
→ Conceptual input
10:50-13:00
Presentation of best practice example on stakeholders dialogue in water
management in Germany and Egypt
→ Input
→ Panel discussion on best practice examples
→ Question & answer session with expert input from GWP
13:00-14:00 Lunch time
14:00-15:00
Recap of results from Multi-Stakeholder Event
→ Input
Best practice in stakeholder engagement in water conservation
→ Working groups
15:00- 15:20 Coffee/Tea-break
15:20-15:50 Reporting back from the working groups
15:50-16:45 Four Dimensions of Change
→ Input and exercise
16:45-17:00 Check Out
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1.1 Participants Expectations
During the introduction participants were asked what their expectations for the workshop are:
- How to assist as a consultant in the reform of the water sector
- How to deal with local communities and how to protect their interests/well-being with regard
to new dams in Africa
- Involve the community in the idea of dialogue -> participation of Arab countries/exchange of
challenges and find solutions
- Unified strategy/platform for the countries
- Opportunity to learn from one another
- Exchange of experiences
- How to activate the dialogue of different partners
- Achieve awareness on how to use water
- Learn and acquire experience on how to protect water -> standards for water use/treatment
- Provide political will/support
- Build my personal capacity for attracting people to dialogue
- Clear steps for the implementation/application of stakeholder dialogues
- New tool for water management and stakeholder involvement
- Create a participatory model for the involvement and acknowledgement of the input of all
stakeholders/participants
- Learn and communicate
with others on how to
create new projects
- Experience exchange, learn
from others when and how
to dialogue/joint
brainstorming
- Continue to communicate
after the training
- Will by participants, create
a seed, strong
relationships, get results instead of more written reports
- To establish a common ground
- Create the first platform among the participants
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1.2 The concept of Stakeholders Dialogue
After the introductory session Mr. Scannapieco introduced the concept and benefits of Stakeholder
Dialogues to the participants. For detailed information, please refer to the complete presentation:
Working with Stakeholder Dialogues in Water Conservation
BENEFITS OF THE STAKEHOLDER DIALOGUE APPROACH
1.3 Best Practice Examples on Stakeholders Dialogue in IWRM
Subsequently to the introduction of the concept of Stakeholders Dialogue presentations of best
practice examples on stakeholder dialogues in IWRM were presented by:
Thomas de Beyer (Dorsch International Consulting): Maintanance Management Systems in Yemen
Essam Nada (RAED): Case Example Egypt
Dalia Al-jawhary (SPNL – Society for the Protection of Nature in Lebanon): Restoring Hima
Ecosystem Functions through Combating the Problems of Water Resources Management in the Hima-
IBAs of Lebanon
1.4 Recap results Multi Stakeholder Event
In this session the results of the activity mapping and working groups from the Multi-Stakeholder
Event from February 9th 2014 in Amman Jordan were provided as a basis for the case work on day
two, three and four.
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Activity mapping results:
Morocco:
- Environmental Protection
- Green Morocco
- Eco Schools
- National dialogue with SC communities/societies
- Moroccan Coalition for environmental education
- National Strategy for Water purification
- Wetlands protection
- Strategy for areas of ecological and biological importance
- Environmental governance project
Algeria:
- 2x National day for Water conservation (tourism + industry)
- Environmental caravan project for water resources conservation
- Water rehabilitation project in rural areas (drinking water, irrigation, domestic use)
- Economical use of water in the South of Algeria
- TV-Program: on environment, agriculture and irrigation
- Raise awareness of children for water economy
- Support mechanism for an IWRM
- Eau II
- SWIM
Jordan:
- Water Users Association in the Jordan Valley
- To distribute water for irrigation in a fair and transparent way for all farmers (goal)
- Regional Master Plan for the Jordan Valley
- Rain harvesting in schools
- Environmental education in schools
- Grey water re-use
- Jordan river rehabilitation
- Promotion of WWTR
- EDM
- ISSP
Lebanon:
- Hydria I + II
- PEWM
- Public awareness and activities
Palestine:
- Water conservation using pre-paid meters
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Egypt:
- Teaching households plumbing, distributing tool kits to repair water infrastructure (Sohage,
Southern Egypt)
- Protecting the Nile water
- World Bank: Sewage Project
- Linking water users
- Nile Basin Discourse
- TSM Project in Sohag, Luxor, Aswan
- NCWCP
- Water Democracy in Schools
- Water Program Aswan (Donor: SDC; implemented by Dorsch & CBI)
Regional:
- Relationship with the industry, schools, university students. importance of water conservation
- World Bank project: sewage water pipe infrastructure
- Raising awareness on cost for production and treatment stages
- TSM Arabia: Quality Mgmt. system ACWUA/GIZ/HCWU
- Re-use waste water in 5 Arabic countries (proposal)
- EE/ACWUA + GIZ: water utility
- Water treatment plant
- Human integrated management approach
- New water tariff
- Public awareness
Working group results:
Assess the potential and possible contribution of a networking platform to enhance
cooperation between relevant stakeholders in water conservation?
Group 1 Group 2 Group 3
- Networking is positive
- Prevent water shortage
- Exchange of experiences
in rural and urban areas
- Establish working groups
for problems that need to
be solved
- Create motivation for
water conservation
- Reaching justice in water
allocation
- Exchange of experience on
a local and regional level
- Joint application for
projects
- Training & Empowerment
- Competition
- Schedule water distribution
and billing
- Bring together a variety
of stakeholders: civil
society,
academia/research
- Identify the roles.
- Facilitate the
communication between
the members and share
information equally by
all members.
Provide 3 examples on how a platform can contribute to strengthen the CSOs to take
an active role in water conservation?
Group 1 Group 2 Group 3
- Awareness programs
(schools, mosques, media,
etc.)
- Social media
- Visits
- Media & Publications
- To ensure that we have
an integrated water
management.
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- Sharing ideas with CS
- Motivation by competition
- Provide access to
information
- Build their capacity to be
able to operate properly.
- How to manage in the
community.
Provide 3 ways on how such a platform can contribute to a policy dialogue on water
conservation in your country?
Group 1 Group 2 Group 3
- Participation in the
decision-making process
- Creating incentives for
consumers to be willing to
pay for their water
- Establish public/private
partnerships in water
utilities
- Awareness campaigns
- Advocacy
- Petition support
- Media coverage
- SC in legislation
- Institutional process:
legal framework to
ensure that it is official.
- To ensure that SC is
present and part of the
discussion in policies.
- Involve the media and
build capacities.
1.5 Group Work 1: Best practice: Stakeholder engagement in water
conservation
The participants were asked to take into account the presented best practice examples on Stakeholders
Dialogue in IWRM and the review of the Multi Stakeholder Event working group results and to
discuss the following:
─ Challenges and opportunities presented in the examples.
─ Results of the kick-off event accordingly.
─ Three additional opportunities for a platform on water conservation in the partner countries.
─ Major three insights into the challenges.
Here is an overview of the group results:
Discuss the challenges and opportunities presented in the examples
Group 1 Group 2 Group 3 Group 4
─ Lack of financial
resources
─ Illegal connections
─ Institutional reforms
─ Serve more users
─ Financial savings
─ Build trust between
supplier and
consumer
─ Sustainability
─ Political unrest/instability
─ Absence of legal
framework
─ Education and culture
─ Donors’ double standards
─ Adequate initiatives
─ Availability of funding
─ Arabic spring
Challenges:
─ Raise trust of the
consumers in their billing
─ Water efficiency
─ Organize a conference
with all
stakeholders/consumers
─ Warrant sustainability
after project
implementation
─ Universalise the
experience
─ Socio-political instability
─ Sensible use of water
Opportunities :
─ Challenges:
─ Build partnership based on
transparency
─ Different level of
knowledge/specialization
between SH
─ Lack of specialized orgs
for coordination between
different partners
─ Insufficient financial
resources
─ Capacity development on
all levels (Minister,
political actors)
─ Lack of trust between
different partners,
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─ Get foreign funding
─ Benefit from experiences
that local entities
─ A political situation that
is favorable to the people
moving closer together
confusion
─ New technologies+
─ Lack of technical and
mgmt. expertise
─ Not taking requirements of
CS into consideration
─ Opportunities:
─ Existence of qualified
research institutes in our
countries
─ Mutual need between
different parties
─ Existence of successful
experiences and best
practices in our countries
Review the results of the kick-off event accordingly
Group 1 Group 2
─ Sharing of
experience between
MENA region
countries
─ Tunisia
─ Mixing up initiatives (for
synergies?)
─ Many unknown
initiatives
─ Lack of communication
─ Careful activity mapping
design
Identify three additional opportunities for a platform on water conservation in the partner countries
Group 1 Group 2 Group 3 Group 4
1. Conflict prevention
2. Strategic planning
3. Improve socio-
economic equity
1. Presence of a platform
2. Documenting
experiences
1. Building capacities to be
able to face the
challenges
2. Guarantee continuity of
an integrated
management
3. Water protection and
rational use of water
have become a priority
for the
governor/government
4. Importance of civil
society participation in
the preparation of future
policies
5. Contribution of the CS
in international
conventions
1. Continuous communication
between all parties
2. and outreach (facebook)
3. Database
4. Provide financial and other
support for CSOs
5. Raising awareness
6. Provide support for
potentials to blossom
Identify the major 3 insights into the challenges
Group 1 Group 2 Group 3
1. Financial resources
2. Consumer behavior
& attitude
3. Legislation/bylaws
1. Misunderstanding of
CSO’s work
2. High political risk/labor
3. Networking with
Western CSOs
1. Developing capacity
regarding the role and
tasks of CS in the future
2. A political will for a
sustainable management
of water
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2 DAY 2: UNDERSTANDING THE DIALOGIC
CHANGE MODEL
Day 2
Main objective: Participants understand the Dialogic Change Model as a
pragmatic approach to successfully engaging stakeholders and can apply
the model for building up a stakeholder platform.
9:00-9:15 Check In
9:15-10:25 Different forms of Stakeholders Dialogue
→ Conceptual input
10:25-10:45 Coffee/Tea-break
10:45-11:45
Appropriate form of a platform on water conservation in
Jordan/Palestine/Egypt
→ Group work (Defining the right platform design)
11:45 - 12:15
Dialogic Change Model for the implementation of Stakeholders Dialogue
• Overview over the 4 phases
→ Conceptual input
→ Discussion
12:15 – 13:00
Dialogic Change Model Phase 1: Exploring and Engaging
• Create resonance
• Understand the context
• Build a container for change
→ Conceptual input
→ Practice examples
13:00-14:00 Lunch time
14:00-15:30 Stakeholder analysis and system mapping, engagement process
→ Group work
15:30-15:45 Coffee/Tea-break
15:45-17:00
Introducing dialogic models: Balanced communication in the four action
modes
• Move
• Oppose
• Follow
• Bystand
→ Interactive learning
17:00-17:15 Check Out
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2.1 Group Work 2: Purpose & Form of Stakeholder Dialogues
The participants were asked to discuss Stakeholder Dialogues that they had experienced and answer
the following questions:
─ Was the purpose geared more towards consultation or more towards cooperation and joint
implementation?
─ Did the form chosen fit the purpose?
─ What kind of form would they identify as suitable for a stakeholders dialogue platform on
water conservation in your country (Jordan, Egypt and Palestine)?
Here are the results of the different groups:
Group 1: Flood irrigation to drip irrigation and timing
Purpose:
- Cooperation & Joint implementation. (SH: JVA, WUA, farmers, CS, MA (research center),
donor)
Form:
- Stakeholder consultation -> dialogue -> initiative -> partnership.
- Realistic form.
Methods:
- Survey (meetings, public hearings, site visits)
- Water demand assessment
- Irrigation systems
- Drip irrigation: saves water, enhanced efficiency, capital investment, demonstration
- Partnership:
• Agricultural Committee
• Soft loans
• Grants
- Training
Points of Discussion:
- Water irrigation systems are not equally appropriate for different crops. Analysis has to be
made, which crop needs what type of irrigation and at which quantity to decide, into which
crops to invest.
- Investment into water irrigation systems will have a return in terms of quality and quantity of
crops.
Group 2:
Example Egypt
Water pipelines to disadvantaged areas. Result: 90% of households served. Waste water/sewage tanks
caused a problem. Dirty water was discarded inappropriately and polluted the fresh water.
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Project:
Establish a treatment plant.
Methods:
- Households/consumers, reps from government brought together.
- Conferences with water utilities, government reps.
Result:
Provided a land plot to have a treatment plant constructed.
Example Algeria:
Started in the 1990th: Rainfall was very low. Water scarcity and political instability prevailed.
Purchase of water tanks. Gov’t asked the people what they needed. Answer: high quality water in
sufficient quantity. Huge task and investment. Consumers are aware of value of water.
Group 3: Jordan Valley (JV)
Purpose:
Consultation w/farmers to establish an association for water management. So far, no technology in JV
for water distribution. Some farmers stock up on water for later use. Association has 89 members.
Methods:
- Role of association: make sure that water distribution serves all farmers equally.
- Association serves as a platform to react to incidences where farmers steal water.
- Water council: a consultation pool to get into conversation with farmers.
- Platform to connect local with high-level government institutions.
Group 4: Egypt
Phase 1: Consultation
- meetings
- raising awareness
Phase 2: Implementation:
- Installation of the equipment
- Government for regulation
- Specific space of the land
- Dialogue: consultation
- Using existing structures
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2.2 The Dialogic Change Model
The Dialogic Change Model is a methodology that allows for result-oriented, structured planning and
implementation of a Stakeholder Dialogue. The model and its four phases was introduced to the
participants and questions were discussed accordingly.
2.3 Group Work 3: Stakeholder Analysis
Phase 1 of the Dialogic Change Model is focused on context analysis and engagement. In this group
work the participants conducted a stakeholder analysis and planned an initial process design.
TASK 1: Stakeholder analysis
─ Who is the driver of the establishment of a platform on water conservation?
─ Who are the relevant stakeholders?
─ What is their relationship with each other?
─ How does the interest/influence grid look like?
─ Where can you see conflicts arising?
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TASK 2: Initial process design
─ Based on your conclusions from task 1:
─ Who are the key people to talk to initially?
─ Who needs to be in the initial container?
─ Who needs to support the idea (high level sponsorship, broader container)?
─ How would you get commitment from the people that you wish to have in the “core
group/container“?
Group 1 – Prepaid water meters in Palestine
Stakeholder Analysis:
High
Influence
PWA, water utilities (initiator), donors,
media
Low
Influence
Households CSOs, water meter suppliers
Low Interest High Interest
Initial Process Design:
Key people to talk to initially:
─ Initial vessel: Donors, water meter
suppliers <- should also include reps of
households and/or CSOs
─ Broader vessel: Representatives of the
initial vessel + Households, CSOs,
media -> pilot group of end-users
─ Wider affected system: High-level
support
Commitment:
- Agreement,
- Signing a MoU,
- Establishing a platform
Group 2 – Water loss reduction in Balqa/Jordan/WAJ (Rami)
Stakeholder Analysis:
High
Influence
Media WAJ, local Gov’t
Low
Influence
Private Sector, SC CS, Customers, donors
Low Interest High Interest
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Initial Process Design:
Key people to talk to initially: CS to serve as a communication platform with customers.
Initial vessel: CS, WAJ, Governor
High-level support: initial vessel + donor, media, customer
Commitment: Provide incentives to CS. Present the benefits of conservation.
Group 3 – Waste water re-use in Sohag/Egypt (Maharan)
Stakeholder Analysis:
High
Influence
Ministry of Water & Waste Water,
M. of Environment, M. of Health,
Holding companies for water and waste
water, University & Research, private
companies,
Low
Influence
Hotels, factories, CS, M. of Agriculture, Donors,
Low Interest High Interest
Initial Process Design:
─ Stakeholder relationship building
─ Action plan
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3 DAY 3: BUILDING COMMITMENT
Day 3
Main objective: Participants understand how to build commitment using
the Dialogic Change Model as a pragmatic approach to successfully build
up Stakeholders Dialogue platforms and can apply the model Phase 2
9:00-9:15 Check In
9:15-10:30
Dialogic Change Model Phase 2: Building and Formalizing
• Clarify common goals and resources
• Consolidate agreements and establish structures
• Process planning
→ Conceptual input
→ Practice examples from the region (ACWUA / RAED)
10:30-10:45 Coffee/Tea-break
10:45-13:00
Exercise on participants’ cases – designing result-oriented processes in
Phase 2
→ Group work (Container Building & Process Architecture)
→ Presentation and review
13:00-14:00 Lunch time
14:00-14:15
Navigating differences
• Motivation
• Interest
• Rationales of different stakeholder groups
→ Conceptual input
14:15-15:00
Navigating differences: Engagement of different stakeholder groups
→ Group work
→ Speeddating
15:00-15:15 Coffee/Tea-break
15:15-17:15
Success factors for Stakeholders Dialogue
→ Conceptual input
Process monitoring in Stakeholders Dialogue
→ Group work and reflection
17:15-17:30 Check Out
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3.1 Group Work – Establishment of a platform
After learning in detail about phase two of the Dialogic Change Model in this group work the
participants were expected to create the following results:
─ An action plan showing the preparation leading up to the establishment of a platform (taking
principles of phase one and two into account)
─ Draft a roadmap for establishment of a platform
Group 1: Waste water re-use (Maharan)
- Preparation: Identify objective, location, participants, program, content, logistics.
- The meeting itself: Negotiation with CS, benefits, study different ideas and interests, develop
an action plan. Identifying the role of the different parties. Identify a project manager.
Monitoring
Questions were:
- Who are the stakeholders?
- And who is part of the preparation?
- What about funding?
Group 2: Pre-paid meters
- Phase 1: Initiator = Water utility -> Core Group.
- Donor for financial needs and take into account donors needs and requirements.
- Steering committee to come up with a common idea in order to convince the public.
- Establish a formal commitment via a MoU.
- Media needed to connect
with the consumers.
- Establish focus groups.
- Monitoring: identify
“Watch dogs”, Customer
survey
- Include best practice
examples to convince
people of the idea.
Questions were:
- How are cultural
differences taken into
account when changing on
a technical level?
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Group 3: Water loss reduction
Stakeholders:
WAJ, local governments, CS, customers, donors, private sector, media.
Phase 1: Preparing the launch of the project.
Action Plan:
- Minister presents the road map.
- Presentation of a technical study regarding the project.
- Committee to organize the dialogue.
- Objectives and how to achieve them.
- Agree on how to increase the platform.
Discussion of the exercise:
How was the exercise? Was it easy or was it difficult? What makes Stakeholder Dialogues different?
- Difficult, because you have to go into details. Institutionalizing is not easy.
- Commitment of Stakeholders important to develop and to keep.
- Change in approach: so far, we have not thought of how others are affected by a topic, issue,
and situation.
- Ensure continuity by preparing stakeholders.
- Think of the beneficiaries, end users etc.
3.2 Navigating differences
As an introduction for the session a presentation on the different motivation of the civil society, public
and private sector was held:
Motivation of the public sector:
Rule of Law Interest in Stakeholder Dialogue
Opportunity to establish a broader platform to promote and implement issues for the common
good – i. e. standards, codes of conduct.
Greater efficiency in the implementation of governmental (legal) and development services.
Motivation of the civil society:
Ensure social development Interest in Stakeholder Dialogue
Influence the private sector and government – beyond campaigning and charity
Efficient implementation of social and development goals
Motivation of the civil society:
Growth Interest in Stakeholder Dialogue
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Gain of reputation
Implementation of Corporate Social Responsibility initiatives
Ensure long-term market share
Risk mitigation
After the introduction the participants reflected by themselves the following questions as a preparation
to the following speed dating:
─ What is important to you as… (private sector or public sector or civil society) within the
framework of a platform on water conservation?
─ What is your source of power?
─ What do others need to take into account when they want to engage you and keep you engaged
in a platform on water conservation?
3.3 Speed dating
In this exercise the participants were asked to sit in two rows facing each other. They were given one
minute each to explain the person sitting in front of them their insights on the reflective questions for
the sector they work in. After both had shared their experiences one of the rows moved so that
everybody was facing a new partner. Again they were asked to share their insights. After having to
share their thought several times the participants became much more secure of the points they wanted
to bring across and developed a straightforward and easy to understand way of conveying their
insights.
The participants’ feedback on the purpose of this activity was the following:
─ Practicing expressing one’s point of view.
─ Many people had similar perspective but their own way expressing them.
─ To evaluate the impression we are making and what the scope of negotiation is.
─ Prioritizing what you have to say or what you stand for.
─ Requires focus.
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3.4 Success Factors group results
Running a successful Stakeholder Dialogue requires paying special attention to the quality of the
dialogue process itself. The participants were presented eight success factors that help evaluating their
own cases.
1) Leadership and high-level sponsorship
2) Cohesion and relationship-management
3) Goal and process clarity
4) Knowledge and competence
5) Credibility
6) Inclusivity
7) Ownership
8) Delivery and outcome-orientation
After the short introduction by Adele Wildschut the participants were asked to evaluate their own
cases along an online self assessment tool.
Here are the results of their assessments:
mahdi kaid
Group: Mahdi Kaid (Algeria) & Ramadan Mahran (Egypt) – Waste water re-use
Group: Ahmed Zaky – Water loss reduction
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Group: Benlamine Hichem – Prepaid metres Palestine
22
4 DAY 4: UNDERSTANDING THE KEY FACTORS
FOR SUCCESSFUL IMPLEMENTATION
Day 4
Main objective: Participants understand key factors for the successful
implementation of Stakeholders Dialogue by using the Dialogic Change
Model and know when and how to monitor the quality of processes.
Participants know how to convey the learnt content to their organization(s)
9:00-9:15 Check In
9:15-10:00
Dialogic Change Model Phase 3: Implementing and Evaluating
• Ensure transparency and communication
• Create results and celebrate success stories
• Establish learning mechanisms - monitoring system
→ Conceptual input
10:00-10:30
Conceptual input: Dialogic Change Model Phase 4: Developing further,
replicating or institutionalizing
• Build next level container
• Create management structures
• Establish governance and learning system
→ Conceptual input
10:30-10:50 Coffee/Tea-break and group photo
10:30 – 12:00
Definition of common objective for a water conservation platform
Planning the next steps
Resources and responsibilities
→ Group work on building up a platform for water conservation
12:00-12:15 Seminar feedback
12:15-12:30 Check out and close
23
4.1 Planning the joint future
On day four the participants learned about phase three and four of the Dialogic Change Model. As a
final session they then planned the next steps for building up an exchange platform for water
conservation:
- Agree on three ideas on how to network with all the participants after this training.
- Identify at least three ideas how each one can function as a multiplier for the Stakeholder
Dialogue approach in your work and organisation. Agree on the best ideas per group.
Here is a summary of the ideas that were collected including a voting and responsibilities:
Idea Votes Responsibility
Networking:
Facebook 25 Set-up: Patricia
Newsletter 21 Facilitator: Essam, Contributor: all
participants
Blog discussion 6
National water platform
Exchange visits (locally and regionally
Multiplication:
Media 16
Self-assessment 10
Face-to-face meetings 10
Workshop/training of other SH
Database with all water related project in
the country
National water platform
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5 PARTICIPANTS
# First name Last name Country Organization Position E- mail
1 Ahmed Melha Algeria
National
Association of
Volunteer Work
Head [email protected]
2 Kaid Mahdi Algeria
National
Federation for
Environmental
Protection
Member [email protected]
3 Ziyad Alawneh Jordan
Land and Human
for “Advocate
Progress” LHAP
Head [email protected]
4 Ahmed Zaky Egypt Environment
Union in Aswan Head [email protected]
5 Essam Nada Egypt RAED Executive
Director
6 Adel Atya Egypt
Holding
Company/
Garbya
Head of O&M
Department
and
International
Cooperation
7 Ramadan Mahran Egypt Holding
Company/ Sohag
Director of
Technical
Sustainable
Management
8 Nader Alkhateeb Palestine
Water and
Environmental
Development
Organization
Head [email protected]
9 Sana Taktak Tunisia
Association of
Continuity of
Generations
Head [email protected]
10 Hicham Benlamine Tunisia APAD /
SYNAGRI Member [email protected]
25
11 Saleem Hwamel Jordan Water Users
Associations/JVA
Water Users
Associations
12 Qais Owais Jordan Jordan Valley
Authority (JVA)
Assistant
Secretary
General of the
JVA
13 Khalid Alobaidiyn Jordan Water Authority
of Jordan (WAJ)
Director of
Water
Authority
Directorate of
BALQA
Governorate
14 Saja Khashman Jordan Eco Consult Senior Analyst [email protected]
15 Ghassan Al Salhi Jordan
Jordan Water
Company –
MIYAHUNA
LLC
Head of Raw
Water
Monitoring
Section
16 Mohammad Al Masri Palestine Nablus
Municipality
Head of Water
and Sanitation
Department
17 Mohammad Dhman Palestine Hebron
Municipality
Water
Engineer [email protected]
18 Mirna Karouny Lebanon
Human
Environmental
Association for
Development
« HEAD »
Member [email protected]
19 Dalia Aljawhary Lebanon
SPNL – Society
for the Protection
of Nature in
Lebanon
Programs
Director
20 Said Chakri Morocco
Association des
Enseignants des
Sciences de la
Vie et de la Terre
au Maroc
National
Trainer [email protected]
26
21 Adele Wildschut South
Africa
Collective
Leadership
Institute
Facilitator Adele.wildschut@collective-
leadership.com
22 Patricia Scannapieco Germany
Collective
Leadership
Institute
Facilitator Patricia.scannapieco@collective-
leadership.com
23 Andrea Hestermann Germany
Collective
Leadership
Institute
Facilitator Andrea.hestermann@collective-
leadership.com
24 Rami Salameh Jordan ACWUA Project Partner [email protected]
25 Dr. Azmi Ghneim Germany German Water
Partnership Expert
Ghneim@germanwater-
partnership.de
26 Thomas de Beyer Egypt
Dorsch
International
Consultants
Expert [email protected]
27 Anas Ateat Jordan ACWUA Project
assistant [email protected]
27
CONTACT
Collective Leadership Institute (CLI)
Contact Person: Patricia Scannapieco
Phone: +49 (0) 331 581 65 96-15
Email: patricia.scannapieco[at]collectiveleadership.com
Arab Countries Water Utilities Association (ACWUA)
Contact Person: Rami Salameh
Email: Rami_Salameh[at]acwua.org
Arab Network for Environment & Development (RAED)
Contact Person: Essam Nada
Email: E.Nada[at]aoye.org
German Water Partnership (GWP)
Contact Person: Azmi Ghneim
Email: Ghneim[at]germanwaterpartnership.de
This project is funded by European Union´s Non-State and Authorities programme for “Strengthening the Capacities of
Non-State Actors-Actions in partner countries (Multi-country)”