*5.5. Reflection Phase*

Three months after analysing the social network data, transformative space members held a workshop to identify key barriers and strategies that enable effective collaboration and coordination. Network members identified four key barriers and practical suggestions to enable effective collaboration (Table 2).



Workshop participants suggested that constant M&E of governance process is a necessary way of identifying key barriers. First, workshop participants mentioned time constraints (coded 67 times) as one of the key barriers that affected effective collaboration. To solve this challenge, workshop participants highlighted the need for finding mutual workshop dates that enable inclusive participation of all actors across scales. Furthermore, governmen<sup>t</sup> officials highlighted the need of sharing institutional work calendars as a way of enabling effective workshop planning and reducing high turnover rates. Second, workshop participants identified weak communication channels (coded 57 times) between local hubs and the Traditional Leader's Council as one of the key barriers to effective collaboration at the local level, with one hub leader highlighting:

"*I think failure to communicate e*ff*ectively among ourselves has strained our relations and has resulted in us forming unnecessary cliques which are unhealthy.*"

Furthermore, network members emphasised that vertical and horizontal communication and accountability are necessary for effective coordination at the local scale, with one hub member suggesting that:

"*In order to achieve our goals, we need e*ff*ective communication and transparency. I have realised that if we work in silos, we will not achieve most of the goals we set in 2018.*"

Additionally, network members suggested that information deficits could be addressed by extending and deepening collaboration, coordination, and communication. To achieve cross-scale coordination, the project team, Traditional Leaders' Council, and SLM hub leaders were to be included in the Emalahleni Intergovernmental Relations Forum (IGR). Third, network members identified functional incompatibility of local hubs and traditional structures (coded 32 times) as one key barrier to effective collaboration. Leadership training and capacity development of traditional leaders and hub leaders were suggested as key strategies to enhance functional compatibility. Most importantly, network members identified that there is a need to strengthen and support MMF leadership to develop and implement relevant forum policies, bylaws, and a code of ethics. Other strategies included enhancement of relationships, changing of mindsets, and renewal of commitments between actors within and across scales. Lastly, network members identified leakage of human capital (coded 27 times) as a barrier to e ffective collaboration. Other identified strategies included providing transport for network members, creating short-term employment opportunities, and supporting small business development for the local people, especially the youth. One youth member highlighted:

"*In order for real transformation to happen in Machubeni, the government and research institutes should create job opportunities that appeal to the youths. I took the youth garden job because I am desperate to make a living otherwise if I were to get a better job opportunity in Johannesburg, I would definitely quit the youth garden job. Moreover, after 2022, there will not be project funding; there is no need to stay permanently in Machubeni.*"
