Using Learning and Action Alliances to build capacity for local flood risk management. Issue 107 (May 2020)

• Record Type: Journal Article
• Authors: Maskrey, Shaun; Vilcan, Tudorel; O'Donnell, Emily; Lamond, Jessica
• Is Part Of: Environmental science & policy. Issue 107(2020)
• Page Start: 198
• Page End: 205
• Publication Date: 2020-05
• Subjects: Learning and Action Alliances -- Social learning -- Capacity building -- Participation -- Flood risk management; Environmental policy -- Periodicals; Environmental sciences -- Periodicals; Environnement -- Politique gouvernementale -- Périodiques; Sciences de l'environnement -- Périodiques; Environmental policy; Environmental sciences; Periodicals; Electronic journals; 363.70561
• DOI: 10.1016/j.envsci.2020.02.012
• Languages: English
• ISSNs: 1462-9011

Abstract

Highlights: Learning and Action Alliances (LAAs) are increasingly used to overcome the challenges with participatory forms of governance. While social learning in LAAs is well understood, less attention has been given to how capacity is built. Different elements of capacity building generate changes at various scales, cascading outwards from the individual to society. LAAs will require a unique combination of capacity building elements depending on their different contexts and objectives. Without careful consideration, the natural presumption that building capacity leads to desired changes may not be realized. Abstract: Learning and Action Alliances (LAAs) are becoming an increasingly popular method for overcoming the challenges associated with participatory forms of governance, where decision making requires collaboration between stakeholders. In flood risk management, LAAs provide a mechanism through which institutional participants can come together, share knowledge, innovate, and devise solutions to 'wicked' problems. While the social learning generated at LAAs is now well understood, the mechanism by which this learning is translated into action is less so. In this paper, we argue that in order to maximise the potential for action, LAAs must attend to different elements of capacity building, in order that action can diffuse outwards, from the individual members of the LAA, to their organisations and society beyond. By investigating two UK case study examples, we illustrate how different elements might be utilised in combination, to maximise the potential for longer-term, longer-lasting change. We conclude that the architects of participatory processes, including LAAs, should attend to different elements of capacity building, and consider those best suited to their individual contexts and objectives.