ch 4 collaborative planning

8/3/2019 Ch 4 Collaborative Planning

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Collaborative and Adaptive

Planning and Management


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We used to think planning was knowing now we know

planning is learning

Social learning through collaborative planning

Scientific learning through adaptive planning and management

Basis for ecosystem management, watershed management,

integrated resource management, negotiated agreements, civicenvironmentalism, community-based environmental protection


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Collaborative Planning

Traditional Public Participation:

tell us what you think and well decide what to do

Collaborative Planning:

lets talk about it and well all decide what to do

together


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Collaborative Land Use Management

From command & control regulatory approaches to

Place-based, public-private-nonprofit, multi-stakeholder,

collaborative approaches that aim to achieve creative,

acceptable, and equitable decisions about land use

Decisions move from the realm of the regulator and from the fat

cat to the community of people affected by those decisions


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Collaborative Learning and Co-

managementNetwork Power

Communities of Place

Communities of Practice

Networks as Decision Maker

Learning NetworksJoint Adaptive Management

Collaborative Decision-makingCollaboration

Delegated Power

Shared Decision Making

Consensus Building

Partnerships

Active InvolvementCitizen as Consultant

Conflict Resolution

Passive ParticipationCitizen as RespondentInforming

Citizen as Constituent

Citizen as Voter

Non-participationCitizens Left Out

ManipulationSpecial Interest Capture

Stakeholders take part in networks and communities of place and

practice to learn and develop new knowledge and build consensus

for creative solutions. Beyond decisions, stakeholders engage in

joint implementation and learn from adaptive management.

Stakeholders have the clearest and most accurate perception of

needs and priorities of their community and should make decisions

themselves. They must be given the means and opportunity to

engage in dialogue to resolve conflict and reach consensus, and the

shared authority to make decisions.

Citizens should be consulted to contribute their opinions during

the decision-making process. When given adequate information,

citizens can make educated decisions. Conflicts among citizens

and between citizens and decision makers should be resolved.

Experts and elected representatives have the right to makedecisions on behalf of citizens who vote for them

Citizens do not necessarily know what is needed or what is the

best approach, but their opinions should be surveyed and used

Citizens are not part of the decision-making/can be manipulated

Special interests dominate, elected officials hold power


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The 4th Generation: Collaborative Learning and Co-management

1. Collaborative learning:

gathering and discovering new information and

generating knowledge to help build consensus and

develop creative solutions

2.Collaborative management:

engaging stakeholders in taking action implementing

community and resource plans


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Collaborative learning uses a variety of methods and can

operate within:

Community of place

Bounded by a location like a neighborhood or a

watershed, and common interest in that place is the glue

that ties the group together and the focus of its attention.

Participants are members of that place.

Community of practice

Not bound by location, and focuses on a common

interest or issue. Members share the common interest inthe subject at hand and may be diverse in their

perspectives on the subject, but they may also have

similar views and are interested in advancing the cause.


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Collaborative Learning

In practice, stakeholders have often discovered that theirdisagreements result from limited knowledge and faulty

assumptions.

Methods:

1. Learning Networks

Learning networks integrate a community of practice with

multi-stakeholder collaboration to nurture collaborative and

topical expertise among members. Operate at different

Scales and inform national and regional policy and down

to affect local plans.


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The US Fire Learning Network

Established topromoterestoration of fire-dependent

ecosystems through landscape-scale collaborative planning,

regional capacity building, and national coordination.

Since 2009, a total of 14 regional networks and more than

150 landscape collaboratives involving over 650 partner

organizations have participated in the network.

Outcome:improved training, workshops, publications withoverview of activities and lessons learned, Networker

biweekly e-newsletter, development of locale specific

products like GIS maps


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2. Joint Fact Finding

Collaborative exercise that promotes shared learning to

create credible, legitimate, and relevant knowledge for

environmental decision-making.

Must involve all stakeholders,have neutral facilitator,

and results in written agreements.

More formal, deals with deep value differences anddisputes


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3. Participatory Appraisal

Participatory Rural Appraisal

developed in 1980s in international

development projects

Especially useful in gathering, assessing and collecting

local knowledge

Often is drawn on maps to clarify information, identify

problems, foster discussion, and find solutions

Participatory Vulnerability Assessment (PVA)

similar for natural hazard vulnerabilities and mitigation

strategies

FAO.org


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4. Digital Democracy and Electronic Networks

Internet Web and social networks to disseminate

information and e-mail and interactive sites and

surveys to get public feedback. Interactive tools and

discussion boards more useful to promote dialogue.

Best if used to complement face-to-face

communication.


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4. Open Source Planning and Crowdsourcing

Open source movement to enhance free access to a

wide range of interactive information and tools.

Traditional top-down culture to greater public

interaction using free-access data libraries, webforums, crowdsourcing methods, and interactive

mapping software like GeoServer.


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Crowdsourcing - Jeff Howe in Wiredmagazine in 2006

- User centered innovation and ideas


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Collaborative Community Design

Design process is a creative one, and collaborative design

aims to integrate participants perceptions and insights to

develop innovative and acceptable designs.

Tools include visual surveys, design charrettes, scenariodevelopment, participatory mapping, and computer photo

simulation.

Urbed.com


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Adaptive Collaborative Management

Active engagement not only in making mutually

acceptable decisions and reaching consensus but

also in their approval and implementation.

Natural Resource Co-management

Community-based Sustainability Programs

Citizen Environmental and Sustainability Monitoring


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Tools for Participation and Collaboration

1st Generation: Public

Information, Notification

2nd Generation:Public Involvement

3rd Generation:

Collaborative Planning

4th Generation:

Collaborative Learning

& Collaborative

Management

Media notices, public meetings,

hearings, review and comment,

public polls, surveys

Workshops, brainstorming, focus

groups, conflict resolutionstechniques, Advisory committees

Stakeholder partnership,

consensus building, partnership

Learning networks, joint fact-finding,

participatory appraisal, electronic

networks, open sourcing,

crowdsourcing, design charrettes,

scenario workshops, co-management


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Why Collaboration?Failings of Past Practices

The costs of impassePervasive mistrust and declining sense of responsibility

To Share Information and Build UnderstandingLearning from the publicEducating the publicManaging uncertainty through joint research and fact-finding

To Make Wise Decisions and Build Support for ThemSolving common problemsResolving disputesBuilding support

To Get the Work DoneCoordinating and sharing management responsibility

Mobilizing resources

To Develop Agencies, Organizations, and Communities

Building staff capacitiesDeveloping social capital and communities


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The People Part of Problem Solving: MakingCollaboration Work

from Julia Wondolleck & Steven Yaffee

Why Collaboration?

The Challenge of Collaboration

Building on Common Ground

Creating New Opportunities for Interaction

Crafting Meaningful, Effective, and Enduring Processes

Focusing on the Problem in New and Different Ways

Fostering a Sense of Responsibility and Commitment Partnerships Are People

A Proactive and Entrepreneurial Approach

Ensuring Accountability


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The Challenge of Collaboration

The Basic Dilemma: Self-interest and competition

Institutional and Structural BarriersConflicting goals and missionsInflexible policies and proceduresConstrained resources, lack of incentives

Barriers Due to Attitudes and PerceptionsMistrustGroup attitudes about each otherOrganizational norms and culture

Problems with the Process of CollaborationUnfamiliarity with the processLack of process skills

Overcoming BarriersEffective communicationSufficient timeBuilding understanding, trust, and relationships


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Building on Common Ground

A Sense of Place or Community

Field trips, community eventsLocal focus

Shared Problems or FearsSense of crisis

Shared Goals or InterestsSuperordinate goalsCommon vision and mission statements

Compatible Interests

Common goals, different benefitsDifferent goals, compatible ways to achieve themIncorporating other issues to find common ground


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Creating New Opportunities for Interaction

Working at Outreach through CommunicationSharing information

Establishing New StructuresInformal relationshipsCoordinatorsAdvisory committeesNongovernmental organizations


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Crafting Meaningful, Effective, and Enduring Processes

A Meaningful and Legitimate Process of Interaction

Early, often, and ongoing involvementReal, substantive involvementConsensus decision makingInclusive and representative

An Effective ProcessFacilitationWell-managed meetingsEfficient organizational structure

An Enduring Process

Institutionalizing collaborationSense of importance and needSelf-sustaining processes


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Focusing on the Problem in New and Different Ways

A Willingness to Try New Approaches

Cooperative, not adversarialFlexible, positive attitude

A Holistic Perspective

Integrated geographically & functionallyIntegrating different elements of the problem

Problem Focused, Not Bound by Positions or Procedures

Framing problems appropriatelyFocus on interests (not positions)

Bounding the Problem with Credible Information

Base of scientific informationIndependent science, Local knowledgeAdaptive management approach

Learning Together

Joint Fact-finding, joint discoveryTaking time to develop understandingInventing options together


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Fostering a Sense of Responsibility and Commitment

Transforming Them to Us

Unifying visions and goalsRecognizing interdependenceLeading by exampleFocusing on the problem, not who is to blame

Ownership

of the Problem

of the Process

of the Decision

Commitment

to a collaborative processto building support within agencies and constituenciesto maintaining communication

Fairness

Fair principlesShared costs


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Partnerships Are People

Shattering Misperceptions and Fostering Understanding

Socializing informallyFocusing on individuals, not organizations

Building and Sustaining Relationships

Capitalizing on established relationshipsFostering trust and respectNuturing, honoring, respecting relationships

It takes time and energy

Motivating Involvement

FunInstilling hope by demonstrating successHands-on, tangible and non-threatening activitiesAcknowledging and rewarding efforts

Embracing Cultural and Community Differences


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A Proactive and Entrepreneurial ApproachDedicated, Energetic Individuals

Individual leadersLocal champions

Proactive, Not Reactive

Taking the first stepWillingness to take a risk

Taking Advantage of Existing OpportunitiesUsing government programs as catalysts and support

Using community-based social networksSeeing opportunities in crisis

Working with interest groups and the mediaWorking with elected officials

Nothing Succeeds Like Success

Building on small stepsSuccess begets success

Persistence Pays Off

Be patientLearn from failures


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Ensuring AccountabilityThe Critics Concerns: vested authority, exclusion, lack of expertise:

Is it legitimate, is it fair, is it wise?

The Issue of Accountability: serving the broader public interest

The Traditional Response: control

The Balance between Control and Flexibility

Promoting Accountable Collaboration

Process-driven accountabilityPerformance standardsAppeal and independent scientific reviewMonitoring and evaluation


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Stakeholder Involvement

Building on common ground

Creating effective and enduring processes

Focusing on the problem in new waysFostering a sense of responsibility and commitment

Understanding that partnerships are people and social

interactions

Practicing a proactive and entrepreneurial approach


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Considerations in Designing a

Participation/Collaboration Process What are the motivations and objectives forparticipation?

What level of participation is appropriate? Who should be involved?

When should participation occur?

What obstacles and opportunities are present?

How should participation be evaluated?

What tools should be employed?

ch 4 collaborative planning

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