Environmental Engineering Reference
In-Depth Information
combining knowledge. Thus, knowledge generation, research and innovation are seen
as continuous and iterative processes.
The second expectation is that
new types of knowledge will emerge
as a result
of the synergy between different types of institutions and disciplines, as well as the
inclusion of northern and southern institutions within one project. New types of
knowledge are expected to be the result of transdisciplinary approaches, and may
consist of a new combination of procedural and analytical tools (e.g. combinations
of stakeholder engagement, actions, communication, feed-back and analysis). To get
started, each project holder is recommended to make an overview of existing knowl-
edge, draw conclusions, stimulate feedback and identify gaps. This is expected to
generate added value in terms of new knowledge generated. The quality of the trans-
disciplinary approach is an important criterion for the appraisal of project proposals.
The use of a variety of research tools is recommended. The programme also allows for
different types of research styles, ranging from fundamental (long-term) to fast-track
(short-term) studies. These respond to and match different types of policy demands and
policy processes. Fast-track research will basically be oriented towards making existing
knowledge available for concrete short-term policy requests. Output dissemination is
also one component of the CoCooN communication strategy (Table 11.1).
The third expectation is related to the
three sub-objectives of the programme
.It
is expected that added value will emerge by giving importance to, and creating link-
ages between the dimensions of: development (in policy and practice); knowledge,
research and innovation; and capacity development (both of internal project staff and
external stakeholders). This aspect is elaborated in the programme structure by defin-
ing expected results and indicators for each of these sub-objectives (or dimensions).
In appraising project proposals, equal importance is given to the three sub-objectives
and the synergy between them. The challenge is to ensure that project partners also
respect this balance throughout the programme's implementation. This requires care-
ful management of each project in order to shape the collaboration between research
institutions, non-governmental organisations and public institutions, on equal footing,
and avoid situations in which one project consortium partner overrules the others.
The fourth expectation is that projects will identify and focus on problems and
themes that are relevant for an adequate response to
concrete local demands from
policy or practice
. Project partners will thus require good problem and context analy-
ses, but also continuous stakeholder engagement and feedback on preliminary project
findings. After all, these demands may change over time. The assumption is that align-
ment with local demands will enhance the use of the project's knowledge by policy
makers and other development agents. This aspect has been emphasised in the call
for proposals. To enhance demand articulation, ownership and the effective use of
results, relevant stakeholders are expected to engage in all phases of the project, from
its inception to sharing the results that emerge. Such engagement must be demonstrated
in reference to involvement in project preparation, letters of support and linkages to
ongoing projects, private enterprises, policy implementation or stakeholder processes.
The communication strategy employed by project partners should aim for stakeholder
involvement (see below) and continuous interaction between the project and stake-
holders. Relevance is enhanced by the fact that project budgets are not allocated for
a 5-year period, but instead only for 2 years. Once the two-year period has elapsed -
if results and relevance can be demonstrated - additional funding may be acquired.
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