A Social Network Analysis of Collaborative Rangelands Governance: the case of Borana rangelands, Southern Ethiopia

Effective natural resources governance plays crucial roles in enhancing the resilience of the Socio-ecological systems (SES) in the face of prevailing environmental changes. It is recognized that the ability to adaptively respond to complex environmental change and manage SES resilience resides in the actors' networks. Network forms of governance facilitate both horizontal and vertical interconnection of actors, bring different perspectives and sources of knowledge, develop shared values and develop innovative solutions to the wicked rangeland problems. However, the structural pattern of the actors’ collaborative linkages highly influences how actors actually behave and, hence, impact the deliverance of effective governance. In view of this, by analyzing social networks (SNA), this study aims to identify the structural gaps that result in misfit in the Borana rangelands. As evident from the low level of network density obtained from quantitative SNA, there are very few horizontal and vertical interactions and linkages among actors in the Borana rangelands governance system which considerably blocks flows of knowledge, experiences and other resources indicating inability of the governance system in facilitating the solidification of shared values and joint action. The study further reveals that rangelands governance system in Borana is hampered by absence of adequate network heterogeneity and closure which in turn blocks the building of collaborative visioning and an efficient use of available resources to address complex problem. Thus, this study suggests that policy environment that can create conditions for more collaboration, strength of actors ties, development of trust and social capital and enabling the design of effective collective efforts should be put in place.

Visioning for the Future: What Can Educational Leaders Do to Build a Shared Commitment to Interagency Collaboration?

Interagency collaboration is being touted as a means for schools to address the increasing social, emotional and health care needs of students. In this article, we contend that if interagency collaboration is to become more than a buzzword, then school leaders must work diligently to build a shared commitment to the school's vision by engaging service providers in sustained and collective discussions and decisions about the school's direction. Two promising approaches for building this shared commitment—strategic planning and collaborative visioning—are highlighted, including a discussion of how several newly-formed collaboratives are confronting the cultural, procedural/regulatory, and personal barriers that prohibit meaningful interagency collaboration.