Governançadaágua:)do)“ business) (quase))as)usual”)ao ... ·...

Governança da água: do “business (quase) as usual” ao “paradigm shi;”. O

que falta?

5ª RLARS Que interdisciplinaridade? [email protected]

Duas notas de reflexão e preocupação (de uma socióloga)

Mudança de paradigma ambicionada pela DQA ficou aquém dos objecSvos

•  Dois aspetos que contribuíram para travar esta ambição relacionam-‐se com lacunas na: – par$cipação pública (e descentralização) –  Interdisciplinaridade

•  Integrá-‐los na gestão são condições necessárias a esta mudança de paradigma

VI Jornadas Dos Recursos Hídricos [email protected] 2

A parScipação publica em 2 versões: status quo vs. mudança

purpose through Leading to

Transforma$on/social change (normaSve )

Empowerment Strong democracy

Improving the status quo (Instrumental)

LegiSmacy

Efficiency and effec$veness of implementa$on ;

Adapt from Fiorino 1990

Learning & knowledge produc$on (required for innova$on and change)


Avaliação do papel da parScipação pública na implementação da DQA: manutenção do status quo

•  The Commission 1st evaluaSon report of the WFD implementaSon in 2012, –  PP in water management is poor or very poor in almost half of the countries surveyed; PP o;en remains on paper

–  legal and ins$tu$onal adapta$on and the development of appropriate governance structures for integrated river basin management had not taken place in “most member states, where there is a conSnuaSon of the status quo” (p.8).

•  stakeholders were involved in actual decision making in around 20% of the river basins plans (Jager et al., 2016).


CRH’s -‐2009-‐2012-‐ intervenções por $po de atores: manutenção do status quo

5

Tejo Alentejo Algarve Local Admin 56% 50% 51%

Central Admin 7% 7% 14%

Tech-‐ScienSfic 17% 18% 21%

Economic acSvity

15% 13% 14%

Civil society 4% 12% 0%

In summary: Local and central administra$on : 57 to 65% Technical scienSfic : 17 to 21% Economic acSviSes : 13 to 15% Civil society – 0 to 12%

Sources of the data: minutes of the meeSngs

VI Jornadas Dos Recursos Hídricos [email protected]

PP para a manutenção do status quo : a centralização (falta de par$cipação)

–  “unidirecSonal discourse” –  “meeSngs agenda defined by the regional administraSons…the agenda’s last point – general discussion of issues brought by the parScipants -‐ took place in negaSve Sme, i.e. a;er 12.30…and many people were not there anymore”

•  But also some less centralized experiences –  “ one small group work experience was an excellent idea; it was a dialog between peers rather than a listening exercise”

•  (baseado em entrevistas exploratórias a académicos)

6 VI Jornadas Dos Recursos Hídricos [email protected]


Engineering & Technology: Blue/square; Natural Sciences: Red /circle; Medical sciences: yellow/diamond; Agricultural Sciences: black/up triangle; Social Sciences: green/down triangle; Humani$es: purple/box.

Relação: co-‐autorias de arSgos cienvficos Dados recolhidos : as disciplinas dos primeiros 3 autores de até 3 ar$gos escolhidos aleatoriamente (ano de 2015

Inves$gação sobre água : domínio das engenharias e ciências naturais

Inves$gação sobre água : domínio das engenharias e ciências naturais

•  Medida centro periferia ( análise de redes sociais) •  Centro inclui as ciências naturais e engenharias, com alguma abertura às ciências sociais ( economia e gestão...) –  centro altamente coeso (densidade 47%)

•  Periferia – todas as outras disciplinas e áreas –  Periferia c/ muito baixa coesão(densidade= 2,8%)

•  Alta coesão do centro significa alto poder epistémico das ciências naturais e engenharias


Domínio das engenharias e ciências naturais – manutenção do status quo

•  Domínio do paradigma da hidráulica –engenharia apoiado pelo paradigma económico-‐financeiro (Hassan 2011)

•  resulta numa visão do mundo em que o valor económico das conquistas tecnológicas se sobrepõe a outros valores como a sustentabilidade e equidade na distribuição dos recursos


Do “business (quase) as usual” ao “paradigm shih”: o papel da resistência á mudança

•  m m kkçlkçl


Precisa-‐se: nova e autênSca liderança

•  Long term thinking, risk taking, innova$ve, bold who prioriSse change and innovaSon ( uncertainty) over control and predictability (safety/security)

•  Courageous enough to give power to others and accept failures linked to risk taking

•  Humble -‐ assuming knowledge limitaSons and reaching for others /outsiders

•  Leadership that in difficult Smes, uphold high principles and think of the long-‐term common good.

•  In Thinking the Unthinkable report h|p://www.thinkunthinkable.org/


Precisa-‐se -‐ nova e autenSca liderança

•  “urges for transformaSonal change, and system change because we are running out of Sme. We must be bold, we must be disrupSve –taking risks and challenging the status quo”

•  Paul Polman CEO of Unilever, in 2009 speech at the UN Global compact summit

•  Thinking the Unthinkable report h|p://www.thinkunthinkable.org/


OBRIGADA PELA ATENÇÃO! Marta Varanda (ISEG/UL e SOCIUS/CsG)


•  HSDR3.5: AdapSve ImplementaSon Arrangements •  Government organisaSons, NGO’s and companies are becoming

more aware that they need to act on climate change. Barriers such as no sense of urgency and a shrinking budget make the actual implementaSon of adaptaSon strategies difficult. During such a phase each actor tries to minimize his own (potenSal) risks and tries to maximise the guarantees that other actors will do what was agreed upon by dra;ing robust contracts. The cases analysed in this project show that adaptaSon strategies are not very flexible, while one would expect this to be an important principle for adaptaSon policy. There is also very li|le a|enSon for monitoring, let alone reflexive (parScipatory, aimed at mutual learning) monitoring.

•  Knowledge for Climate Research Programme •  h|p://www.knowledgeforclimate.nl/hotspots/dry-‐rural-‐areas/

HSDR3.5


O CONHECIMENTO NA ÁGUA Sobre (a falata) de conhecimento interdiscplinar


PP in WFD – mostly administraSve e estrangulada por tomada de decisão

centralizadora •  This tendency to favour more tradiSonal pracSces of centralised decision making could lead to significant barriers to the enabling of effecSve mulSssectorial integraSon and governance championed by the WFD….


•  …. Alhtough the lack of a paradigm shi; towards the systemic principles of teh WFD can be seen as either the cause or the efect of tradiSonal decision making processes and structures conSnuing to be employed, the seeds are being planted (Voulvoulis et al 2017)


Public par$cipa$on in water councils in Portugal Times of interven$ons per sector (just for fun)

•  DuraSon of meeSng = 4h +/-‐ (every 3 months) •  # parScipants ( average of 3 cases)-‐ 50 •  “Time” allocated per parScipant = 5 minutes (every 3 month)

•  “Time” allocated per sector: – Government (local & central) – 2 h 30 min – Technical scienSfic -‐ 45 min – Economic acSviSes – 34 min – Civil society – 12 min!!!


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