Suchergebnisse

The Kebkabiya project was the first of Oxfam's operational development projects instigated during the 1980's to initiate a handover to community management. This article analyses the process of handover into those affecting the operational control of service delivery, management control, and the project's financial base. It argues that a handover, if it is to be successful and sustainable, must be treated as a complex set of activities requiring a long time framework, much like any other development process. (DSE)

The transition to community renewables is supported as a panacea for the energy infrastructure challenges encountered by off-grid rural communities. Government and development agencies are encouraging the acceleration of the transition process through the development of pilot community projects. While relative success has been recorded in some of these projects, the transition pace is quite slow in developing countries. This raises a number of questions on various aspects of such an energy transition. Of relevance to this paper is the governance approach through which community projects are developed. This paper draws on Strategic Niche Management (SNM) to investigate the planning and implementation of such a project in Shape, a rural community in Nigeria. Data was gathered from 24 relevant actors in the electricity industry. Results from the semi-structured interviews revealed the non-involvement of key stakeholders. On local community engagement, the study revealed evidence of passive involvement to inform locals and seek unskilled local labour.

The transition to community-scale renewables is recommended as a panacea for the energy infrastructure challenges encountered by off-grid rural communities. Government and development agencies are encouraging the acceleration of the transition process through pilot community projects. While relative success has been recorded in some of these projects, the transition pace is quite slow in developing countries. This raises several questions on various aspects of such an energy transition. Of relevance to this paper is the governance approach through which community projects are developed. This paper draws on Strategic Niche Management (SNM) to investigate the planning and implementation of such a project in Shape, a rural community in Nigeria. Data was gathered using face-to-face semi-structured interviews from 24 key actors. Results reveal non-involvement of many important actors with potentially negative implications for future investments in community renewables. The findings highlight fragmentation in the efforts of transition actors and raises questions on their knowledge of transition management. The paper also raises questions on the level of awareness of local citizens and their impact on transition projects. Findings reveal passive involvement and limited opportunities for skilled employment. The paper concludes by recommending further research on how poverty-ridden rural communities can get more involved in what is generally termed as a socially inclusive, transparent, and participatory model of energy provision.

AbstractThe activities and operations of the oil and gas industry have a significant propensity to affect the natural environment. The UK oil and gas industry, like the chemical and pharmaceutical industries, is a highly regulated industry and attracts a high level of public interest, so much so that the UK Government is keen to encourage the adoption of voluntary environmental management initiatives such as ISO 14001. In responding to the UK Government's agenda, some oil and gas enterprises have now implemented this environmental management system. This article examines the implementation of ISO 14001 in the first batch of oil and gas enterprises to have done so. Through undertaking structured face‐to‐face interviews with senior corporate staff in eight firms this article examines the drivers, implementation barriers and the benefits accrued from their participation in this management system. In contrast with some other industries, information on the oil and gas industry's experience with, and perception of, ISO 14001 is somewhat limited. Against this backdrop, the paper attempts to address these weaknesses and provide a starting point for future research in the area of corporate social responsibility and environmental management systems. The paper concludes with a number of recommendations as to how to promote the adoption of environmental management systems more widely in the oil and gas industry. Copyright © 2003 John Wiley & Sons, Ltd. and ERP Environment.