Download - 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?