FOREST GOVERNANCE ZONAL WORKSHOP Eastern : Kertih EcoCare Centre, Terengganu 5 – 7 April 2019 STRENGTHENING NON-STATE ACTORS INVOLVEMENT IN FOREST GOVERNANCE - MALAYSIA

MUHAMMAD SHA’ANI B. ABDULLAH

PERTUBUHAN RANGKAIAN PEMBANGUNAN KESINAMBUNGAN MALAYSIA

SUSTAINABLE DEVELOPMENT NETWORK MALAYSIA (1993)

GABUNGAN PERTUBUHAN-PERTUBUHAN ALAM SEKITAR MALAYSIA (MENGO)

mdshaani@gmail.com @mdshaani

Communication for Multi Stakeholder Processes

Perhubungan untuk Proses Pelbagai Pihak Pemegang Taruh

Why Forest Governance?

• Deforestation, forest degradation, biodiversity loss and rural poverty have long been important concerns in forest management in developing countries.

• Pembukaan hutan, degradasi hutan, kehilangan kepelbagaian biologi dan kemiskinan luar-Bandar merupakan kekuatiran dalam pengurusan hutan di negara-negara membangun.

Forest Governance …

• Many of developing countries lack appropriate forest legislation, regulation and incentives to promote sustainable forest governance practices.

• Banyak negara-negara membangun kekurangan perundangan, peraturan perhutanan serta insentif untuk menggalakkan amalan tadbir-urus baik mampan perhutanan.

Scope of Module

Effective Communication

and the Management of

Change

Communication Analysis

Barriers and Breakdowns The principles

and practice of Multi-

stakeholder processes

Effective Negotiation

Advocacy & Influencing Skills

Spaces for participation

Introduction Pengenalan

• Exploring the key communication skills and tools which underpin effective multi-stakeholder processes (MSP) and partnerships.

• Meneroka kemahiran perhubungan utama dan alat bantuan sokong perhubungan untuk proses pelbagai pihak pemegang taruh (MSP) dan rakan kongsi.

• Reflecting on the communication challenges that arise in MSPs and potential strategies for overcoming them.

• Mencerminkan cabaran komunikasi yang timbul dalam MSP dan strategi yang berpotensi untuk mengatasinya.

• Specific attention will be paid to the key communication processes of representation, advocacy and influencing.

• Perhatian khusus kepada proses komunikasi utama dalam perwakilan, advokasi dan mempengaruhi. 07

Link : http://www.mpc.gov.my/wp-content/uploads/2016/04/PublicConsultation-Draft-2-V2-170714.pdf

Public consultation

i. Public consultation ensures informed decision-making and transparency and accountability of Government in the development of regulations.

ii. Undertaking public consultation process enhances stakeholders' confidence in regulatory development and contributes towards greater success in its implementation.

What is Public Consultation?

i. Public Consultation is a two-way process through which the government seeks and receives the views of stakeholders such as business and the general public on proposed changes in policy or regulations that affect them directly or in which they may have a significant interest.

ii. It is a process which provides an opportunity for groups and individuals to give comments and inputs and to encourage and promote stakeholders' involvement in the policy or regulatory development process.

iii. This allows the government to obtain feedback from and work directly with affected members of the society throughout the regulatory development process to ensure that their issues and concerns are understood and considered.

iv. As such, consultation should begin at the earliest possible time when proposed regulations are being formulated.

Different Levels of Consultation

i. At the lowest level it is just to inform and educate the public on the regulations. It is to provide balanced and objective information to support understanding by the stakeholders.

ii. Consultation can take on a higher level of listening to and acknowledging the stakeholders' concerns. The objective here is to obtain feedback on analysis, the options and/or decisions.

iii. The next level consultation is more a dialogue, a two-way conversation with the stakeholders to exchange information, ideas and concerns. The objective is to work with the public to ensure concerns and aspirations are understood and considered.

iv. Better still is at the level on which to have multi-groups engagement to seek advice and innovations from and amongst various stakeholder parties. Such engagement is to facilitate discussions and agreements between stakeholder parties to identify common ground for action and solutions.

v. The highest level is to work in partnership with stakeholders and the public to implement agreed-upon decisions or regulation. Here, a governance structure is created to delegate decision-­making and/or work directly with stakeholders and the public.

Communication

Spaces for Participation

Spaces

• Closed or uninvited spaces bureaucrats, experts, elected representatives make decisions with little consultation or involvement of ordinary citizens

• Invited Spaces: People are invited to participate by various kinds of authorities

• Claimed/Created Spaces: Spaces claimed by less powerful actors from or against the

power holders, or created more autonomously by them

Gaventa 2007

Power Relationships

• Visible: Contests over interests are visible and open

• Hidden: Certain barriers preclude the entry of certain stakeholders and issues

• Invisible: Visible conflict is avoided through internalisation of powerlessness, lack of awareness, knowledge or information

Gaventa 2007

3 Dimensions of Power

PLACES

SPACES

Global

National

Local

Closed

Invited

Created Visible

Hidden

Invisible

POWER

International COP -

UNFCCC

IIPFCC Action for Climate

Empowerment (ACE)

National Majlis Tanah

Negara

Public consultation

VPA, REDD+, FLEGT

Submit

Memorandum,

Dialogue

Provincial/

State Majlis

Mesyuarat

Kerajaan Negeri

Public consultation

District/

Local

Council

Majlis

Pentadbiran

Tanah Daerah

Public consultation

Village JKKK

Closed/Uninvited Invited Claimed/Created

Group Task: Spaces for Participation

• Give examples of ‘spaces’ at the various levels of Malaysia’s governance structures ( Peninsular Malaysia, Sabah and Sarawak) .

• Are these spaces closed, invited or claimed/created?

• Where do any Forest Governance multi-stakeholder processes/platforms fit within this model?

• Discuss some of the power relationships at work within these spaces and their impact on the participatory process.

Multi Stakeholder Processes

What is an MSP?

The term ‘Multi Stakeholder Process’ is used to describe processes which:

• Aim to bring together all major stakeholders in a new form of communication and decision-making structure on a particular issue;

• Are based on recognition of the importance of achieving equity and accountability in communication between stakeholders;

• Involve equitable representation of three or more stakeholder groups and their views;

What is an MSP?

• Are based on democratic principles of transparency and participation; and

• Aim to develop partnerships and strengthened networks between and among stakeholders.

MSPs aim to bring together all relevant stakeholders in order to:

• Promote better decisions by means of wider input; integrate diverse viewpoints;

• Bring into the process those who have important expertise relating to the issues at hand;

• Allow for groups who are not well represented in formal governance structures to have their say in policy-making;

• Create trust through valuing each participant’s contribution;

The goals of an MSP

The goals of an MSP

• Create mutual benefits (win-win rather than win-lose solutions);

• Develop shared power with a partnership approach;

• Create commitment by enabling participants to identify with the outcome and to value it, thus increasing the likelihood of successful implementation;

• Allow for clear and shared definitions of responsibilities in the implementation of change.

Key Principles Prinsip Utama

Accountability Kebertanggungjawapan Effectiveness

Keberkesanan

Equity Ekuiti

Flexibility Kefleksibelan

Good Governance Tadbir urus baik

Inclusiveness “Berterangkuman”

Legitimacy Keabsahan

Ownership Pemilikan

Participation and Engagement

Penyertaan dan

Partnership/ Cooperative management

Perkongsian/Kerjasama pengurusan

Societal gains Manfaat kepada

masyarakat

Strengthening of governmental institutions Memperkasaan institusi

kerajaan

Transparency Ketelusan

Facilitating Change

Improving Forest

Governance

Types of Change

Which do you think will be the most difficult to bring about, and why?

Changes

• Legislation

• Work procedure

• Attitude and behavior

• Nature

• Complexity C

om

mu

nic

atio

n

Why people resist change

Fear of the unknown Lack of information

Misinformation

Historical factors

Threat to status Threat to core skills and competence

Threat to power base

No perceived benefits

Fear of failure

Fear of looking stupid

Reluctance to ‘let go’

Poor relationships

Low trust

Reluctance to experiment

Strong peer group norms

What can you do to facilitate, and help overcome resistance

to change?

ADVOCACY IS:

The active promotion of a cause or principle.

One of many possible strategies, or ways to approach a problem.

Advocacy does not necessarily involve confrontation or conflict.

ADVOCACY . . .

Involves actions that lead to a selected goal.

Is not a direct service.

Before beginning your campaign, review examples of successful advocacy efforts – share experience.

Advocacy is often referred to as the “art of

persuasion”.

But, it is NOT an art, but a skill that can be learned!

WHAT IS THE PROBLEM?

• Who is affected?

• Why is there a problem?

• What are the main causes of the problem?

• What is the impact of the problem?

• In what ways can the problem be solved?

ADVOCACY GOALS

Chama women educate communities on how to mark a ballot.

• What is the overall goal – your final objective?

• What are your long-term goals?

• What are your intermediate goals?

• What are your short-term goals?

TARGET AUDIENCES

Organizers of the Women’s March on Washington

• Who are the decision-makers?

• Who are the stakeholders?

Who is likely to benefit from the proposed change?

Who is likely to be adversely affected?

Who has the power and resources to make changes happen?

Who are those that may be affected by the project?

IDENTIFYING YOUR TARGET AUDIENCE

• Who are they?

• Where are they?

• What do they know?

• What do they care about?

• How do you get their attention?

• What is the best way to communicate with this group?

STAKEHOLDERS?

• Are there individuals or groups who have a “vested” interest in the change you want to bring about?

• Would they have resources to contribute?

• Do the stakeholders support or oppose your issue publicly?

• What level of influence does the stakeholder have?

SUPPORTERS AND

OPPONENTS • Allies and opponents who have

the power to make changes happen.

• You need to know who they are!

• Do not waste your time and resources on people who aren’t interested or don’t really support your cause.

IDENTIFYING STRENGTHS AND WEAKNESSES

• Use your knowledge of the “SWOT” analysis to plot your advocacy campign!

• Try to develop capacities that you are lacking.

KNOW WHAT YOU ARE TALKING

ABOUT!

By building your knowledge on an issue or subject, your capacity to be an effective advocate is strengthened and you will be more confident when you speak about an issue.

• Can you?

• Identify domestic experts/international experts to assist you, and

• If you are looking for public support, can you spend some time briefing the media?

BEING AN EFFECTIVE ADVOCATE

• Requires advance preparation and planning;

• Being well-informed about the issue – gathering all the information that you will need;

• Securing agreement within your group/organization about the goals of your advocacy campaign;

• Discussing problems not people.

A POWERFUL MESSAGE . . .

“ONE CHILD, ONE TEACHER, ONE BOOK, ONE PEN CAN CHANGE THE WORLD.”

MESSAGES AND MESSENGERS

• What is your principal message for your campaign?

• What do you want to achieve? Why? And how?

• Examples to support your message?

• What is the solution for your problem?

HOW ARE YOU GOING TO DELIVER

YOUR MESSAGE?

• Your tactics will be have to be adjusted to your target audience.

• How will you reach:

• the general public?

• the media?

• the political level of government?

• the departmental/Executive level of government?

WHO ARE THE DECISION-MAKERS?

• People who are authorized to make laws or policies on the issue you are working on.

• People who can influence laws, policy or program changes on an issue you are working on.

• People who can “influence” the decision-makers.

TIPS FOR EFFECTIVE ADVOCACY WITH

DECISION MAKERS. . .

Can you provide new information?

Use real examples – tell stories.

Don’t get into making speeches or debating.

Repeat any commitments made.

Identify a contact person in the group you are meeting with.

WHEN – YOUR ADVOCACY CALENDAR

• Make sure you understand timelines for

when decisions will be made.

• Get to decision makers BEFORE decisions are made.

• You may have different timelines for public and private advocacy campaigns.

MAKING YOUR POINTS EFFECTIVELY!

• Make sure the people you are meeting with know what you want to discuss in the meeting.

• Provide an outline of your issue on paper and make a clear and specific request.

• At the beginning of the meeting provide a short summary of your issue. Parliamentary Select Committee on the

Budget

More “Tips” For Effective Advocacy

• Clearly identify the contact person for your group.

• If the officials make a commitment to supply an answer to your request or information, record it and confirm it and get a date for a response!

• Send a follow-up “thank you” letter and offer your future assistance.

MEETING MINISTERS, MP’S,

PARLIAMENTARY COMMITTEES

• Getting time with MP’s or Ministers can be difficult.

• Try to include in the group meeting with the MP’s or party representatives someone from their electoraldistrict/political party.

• You can give them something of value: your expert knowledge . Make sure they understand that.

MEETING A POLITICAL PARTY GROUP

• Prepare your presentation in advance and keep to any time limits you are given.

• Include well-known party members in your delegation, if you can.

• Try to get a commitment of support from the Party Group.

THINK ABOUT THE WORDS YOU USE!

Put yourself in the position of the group you are speaking to.

If your message and presentation is full of criticism, people may stop listening.

“Strengthening” or “Improving” instead of “CHANGE”.

“BODY LANGUAGE” IS IMPORTANT!

• Both gestures and ways of talking are important. If someone looks down as they are speaking to you, it is an indication they are unsure about what they are saying.

• For example, if they look up, they are remembering something they wrote or prepared themselves.

• During meetings, not looking the person or people in the group you are meeting with in the eyes creates a poor impression – look directly in the person’s face that you are speaking to.

55% of any

message is

communicated

with body language!

38% voice, tone, accent, volume and rhythm – How you

speak! 7 % with words

WHY BODY LANGUAGE

IS IMPORTANT

!

Media Strategie

s • Choose the right

communication tool.

• Make sure information is timely and sources are credible.

• Demonstrate support.

• Accent human interest angles.

GETTING PUBLIC SUPPORT. . .

1. Who should be the “public face” of your campaign? “Key influencers”?

2. What methods are most effective?

Social Media?

Conventional Media?

Communication

Some definitions…

The arrow approach:

• ‘like shooting an arrow at a target’

• A one way activity based primarily on the skills of the sender.

• Linear model

• ‘Effective Communication = Effective Expression’

Some definitions…

The circuit approach:

• Two-way approach

• Understanding = Effective communication

Some definitions…

Communication as a dance:

• Partners have to coordinate their movements and arrive at a mutual understanding of where they are going.

• There are rules and skills, but also flexibilities.

• ‘Dancers’ can inject their own style into the movements.

Information Source

Sender

Channel

Receiver

Destination

NOISE

The Cloud Model

Can you give an example of a time when your communication was

affected by your, or someone else’s clouds?

What are the most common ‘clouds’ you encounter in your context?

Stakeholders and Communication

Communication Mapping (Chapathi Diagram)

Stakeholder A

B

C

D

E

F

QUESTIONS?