Social Capital and Fisheries Management: The Case of Chilika Lake in India

This article shows how social capital impacts fisheries management at the local level in Chilika Lake, located in the state of Orissa in India. In Chilika, the different fishing groups established norms and “rules of the game” including, but not limited to, spatial limits that determine who can fish and in what areas, temporal restrictions about when and for how long people may fish, gear constraints about what harvesting gear may be used by each group, and physical controls on size and other characteristics of fish that may be harvested. A survey of the members of fishing groups has shown that the bonding social capital is strong within the Chilika fishing groups. Bonding and bridging social capital keeps the fishers together in times of resource scarcity, checks violations of community rules and sanctions, and strengthens the community fisheries management. In contrast, linking social capital in Chilika appears to be weak, as is evident from the lack of trust in external agencies, seeking the help of formal institutions for legal support, and increasing conflicts. Trust and cooperation among fishers is crucial in helping to build the social capital. A social capital perspective on fisheries governance suggests that there should be a rethinking of priorities and funding mechanisms, from “top-down” fisheries management towards “co-management” with a focus on engendering rights and responsibilities for fishers and their communities.     

Boundary spanners as trust ambassadors in collaborative natural resource management

Collaboration is a growing trend in agency-led natural resource management in the USA, carrying the promise of defusing conflict and incorporating a broader range of stakeholder ideas. However, concerns exist that confrontational or litigious groups may use collaborative forums to their organization's own advantage. We conducted case studies on three collaboratives to understand how these efforts have influenced the behavior of environmental groups who were previously at odds with the managing agency, the US Forest Service. Results suggest that trust between boundary spanners from historically adversarial groups can support a realignment of the accountabilities they feel. As rational, affinitive, and procedural trust developed, boundary spanners began to advocate, within their home organizations, for the collaborative's goals. Key activities driving these realignments included the development of fair and transparent procedures governing the collaborative group, structured interaction designed to build consensus, and planned informal interactions that revealed shared values among collaborative participants.     

Responding to a policy mandate to collaborate: structuring collaboration in the collaborative forest landscape restoration program

The Collaborative Forest Landscape Restoration Program (CFLRP) aims to expand the pace and scale of forest restoration on national forests in the United States. The program requires candidate projects to develop landscape-scale forest restoration proposals through a collaborative process and continue to collaborate throughout planning, implementation, and monitoring. Our comparative case analysis of the initial selected projects examines how existing collaborative groups draw on past experience of collaboration and the requirements of a new mandate to shape collaborative structures as they undertake CFLRP work. While mandating collaboration appears contrary to what is often defined as an informal and emergent process, mandates can encourage stakeholder engagement and renew commitment to overcome past conflict. Our findings also suggest that a collaborative mandate can lead to increased attention and scrutiny, prompting adjustments to collaborative process and structure. As such, mandating collaboration creates dynamic tensions between past experience and new requirements for collaborative practice.     

Social Capital in an Outdoor Recreation Context

This study examined social capital development in three all-terrain vehicles (ATV) clubs in Maine using an adapted version of Lin’s (2001) social capital theory model. The structural components of social capital identified included collective assets and individual assets in the form of normative behavior and trust relationships. Also identified were counter-norms for individual ATV riders identified as having divergent norms from club members. The second component of social capital is access to and mobilization of network contacts and resources. Access networks in the context of the ATV clubs studied were identified as community and landowner relations while mobilization of resources was existent in club membership attempts toward self-governance and efforts of the statewide “umbrella” organization. Instrumental outcomes benefit society and expressive outcomes benefit the individual. Both types of returns are present in the data suggesting that ATV clubs are creating social capital. This is important information to clubs who desire to market themselves, improve their reputations, and enhance their volunteer association. It is of further interest to state governments who fund clubs through trail grants as proof that a return on investment is being realized. Theoretical and applied implications for these and other types of recreation-based volunteer associations (e.g., clubs, friends groups, advocacy groups) are presented.     

A collaborative approach to address the cumulative impacts of mine-water discharge: Negotiating a cross-sectoral waterway partnership in the Bowen Basin,Australia

The social and environmental impacts of rapidly expanding coal and gas industries have generated high levels of public concern and there is increasing evidence of cumulative impacts. In the Bowen Basin of Queensland (Australia) water quality issues have triggered a collaborative response to coordinate monitoring efforts, integrate data and information and undertake regional analysis to inform landscape-scale management. Collaborative governance is promoted as a response to complex environmental problems, such as cumulative impacts. However, application of this approach to the resources and energy sectors remains a significant research gap. This paper reports the results of action research in the 2 years taken to negotiate the establishment of collaborative governance arrangements to address mine-water discharge impacts in the Bowen Basin. The long establishment phase has been required to refine objectives, build trust, develop governance mechanisms and secure resourcing commitments. The partnership established involves more than 20 organisations including regulators, resources and energy companies, agricultural industries and research organisations. The breadth of participating sectors is a significant innovation, but also represents a major challenge in establishing this model of regional environmental governance. Promising strategies adopted to manage these tensions have included neutral brokerage, facilitative leadership, establishing legitimacy of the collaboration and credibility of its reports. The case study provides a cautionary tale of the pursuit of the promise of ‘everyone working together’ to address cumulative impacts. Policy implications include the need for extended commitment and integration of collaborative and other responses.     

The network imaginary: coherence and creativity within a multiscalar collaborative effort to reform US fire management

In response to the ongoing crisis in fire management, the US Fire Learning Network (FLN) engages partners in collaborative, landscape-scale ecological fire restoration. The paper contends that the FLN employs technologies, planning guidelines and media to articulate an FLN imaginary that co-ordinates independent efforts to engage in ecological fire restoration work without need of either hierarchal authority or collective social capital. This imaginary may allow the FLN to draw on the creativity and adaptive innovation of collaboration to reform fire management institutions and fire-adapted ecosystems.     

Enhancing climate technology transfer through greater public–private cooperation: Lessons from Thailand and the Philippines

This article contributes to debates about climate change policy and technology transfer by analyzing the success factors underlying collaboration between private companies and communities in developing countries. To date, much attention to capacity building for enabling environments — including public–private collaboration — under the climate change convention has focused on state‐led initiatives and on the innovation and development of technologies. This article, instead, focuses on how private‐sector investors and host communities may collaborate in the diffusion of technologies, by reducing the costs of technology transfer, and making technology more appropriate to developing countries. The article describes cases of collaboration concerning waste management and waste‐to‐energy in Thailand and the Philippines. The article argues that successful public–private partnerships between investors and communities depends on minimizing transaction costs, strengthening collaborative (or assurance) mechanisms, and in maximizing public trust and accountability of partnerships. Lessons are then drawn for enhancing capacity building for technology transfer under the climate change convention and applications such as the Clean Development Mechanism.     

Determinants of Trust for Public Lands: Fire and Fuels Management on the Bitterroot National Forest

Management of public lands occurs today with high levels of scrutiny and controversy. To succeed, managers seek the support, involvement, and endorsement of the public. This study examines trust as an indicator of managerial success and attempts to identify and measure the components that most influence it. A review of trust literature yielded 14 attributes that were hypothesized to contribute to trust, grouped into the three dimensions of Shared Norms and Values, Willingness to Endorse, and Perceived Efficacy. Operationalizing these attributes and dimensions, a telephone survey was administered to a sample of Montana, USA, residents living adjacent to the Bitterroot National Forest (n = 1,152). Each of the attributes was measured in the context of federal lands fire and fuel management. Structural equation modeling showed that all 14 attributes were found to be influential contributors to levels of trust. Results suggest that if managers are to maintain or increase levels of public trust, they need to consider each of trust’s attributes as they make social, ecological, and economic resource decisions.     

A Framework for Assessing Collaborative Capacity in Community-Based Public Forest Management

Community-based collaborative groups involved in public natural resource management are assuming greater roles in planning, project implementation, and monitoring. This entails the capacity of collaborative groups to develop and sustain new organizational structures, processes, and strategies, yet there is a lack of understanding what constitutes collaborative capacity. In this paper, we present a framework for assessing collaborative capacities associated with community-based public forest management in the US. The framework is inductively derived from case study research and observations of 30 federal forest-related collaborative efforts. Categories were cross-referenced with literature on collaboration across a variety of contexts. The framework focuses on six arenas of collaborative action: (1) organizing, (2) learning, (3) deciding, (4) acting, (5) evaluating, and (6) legitimizing. Within each arena are capacities expressed through three levels of social agency: individuals, the collaborative group itself, and participating or external organizations. The framework provides a language and set of organizing principles for understanding and assessing collaborative capacity in the context of community-based public forest management. The framework allows groups to assess what capacities they already have and what more is needed. It also provides a way for organizations supporting collaboratives to target investments in building and sustaining their collaborative capacities. The framework can be used by researchers as a set of independent variables against which to measure collaborative outcomes across a large population of collaborative efforts.     

Collaborative Implementation for Ecological Restoration on US Public Lands: Implications for Legal Context,Accountability, and Adaptive Management

The Collaborative Forest Landscape Restoration Program (CFLRP), established in 2009, encourages collaborative landscape scale ecosystem restoration efforts on United States Forest Service (USFS) lands. Although the USFS employees have experience engaging in collaborative planning, CFLRP requires collaboration in implementation, a domain where little prior experience can be drawn on for guidance. The purpose of this research is to identify the ways in which CFLRP’s collaborative participants and agency personnel conceptualize how stakeholders can contribute to implementation on landscape scale restoration projects, and to build theory on dynamics of collaborative implementation in environmental management. This research uses a grounded theory methodology to explore collaborative implementation from the perspectives and experiences of participants in landscapes selected as part of the CFLRP in 2010. Interviewees characterized collaborative implementation as encompassing three different types of activities: prioritization, enhancing treatments, and multiparty monitoring. The paper describes examples of activities in each of these categories and then identifies ways in which collaborative implementation in the context of CFLRP (1) is both hindered and enabled by overlapping legal mandates about agency collaboration, (2) creates opportunities for expanded accountability through informal and relational means, and, (3) creates feedback loops at multiple temporal and spatial scales through which monitoring information, prioritization, and implementation actions shape restoration work both within and across projects throughout the landscape creating more robust opportunities for adaptive management.     

Social learning in a policy-mandated collaboration: community wildfire protection planning in the eastern United States

Policies such as the US Healthy Forests Restoration Act (HFRA) mandate collaboration in planning to create benefits such as social learning and shared understanding among partners. However, some question the ability of top-down policy to foster successful local collaboration. Through in-depth interviews and document analysis, this paper investigates social learning and transformative learning in three case studies of Community Wildfire Protection Planning (CWPP), a policy-mandated collaboration under HFRA. Not all CWPP groups engaged in social learning. Those that did learned most about organisational priorities and values through communicative learning. Few participants gained new skills or knowledge through instrumental learning. CWPP groups had to commit to learning, but the design of the collaborative-mandate influenced the type of learning that was most likely to occur. This research suggests a potential role for top-down policy in setting the structural context for learning at the local level, but also confirms the importance of collaborative context and process in fostering social learning.     

Collaborative Watershed Planning in Washington State: Implementing the Watershed Planning Act

In 1998 the Washington State Legislature enacted the Watershed Planning Act, which encourages local governments to develop watershed plans using collaborative processes. Objectives of the statute are to address water resource and water quality issues, salmon habitat needs and to establish instream flows. This exploratory study sought to examine two aspects of how local governments are implementing the Act: challenges and benefits associated with collaborative watershed planning and the capacity of local governments to conduct collaborative watershed planning. Using documents and interview data from four cases, it was found that all planning groups experience similar challenges, although newer planning groups experienced more challenges than groups with previous planning experience. Challenges include issues surrounding the collaborative process, interagency co-ordination and trust. Local governments struggle with building capacity to plan, particularly in the areas of funding, technical expertise, incentives for participation, adequate time to conduct planning and questions regarding appropriate scale and scope of their planning efforts. Despite the challenges, collaborative watershed planning is well underway, with more than 37 planning units conducting planning under the Act.     

INVOLVING WATERSHED STAKEHOLDERS: AN ISSUE ATTRIBUTE APPROACH TO DETERMINE WILLINGNESS AND NEED1

ABSTRACT: The development of effective solutions for addressing nonpoint source pollution on a watershed basis often involves watershed stakeholders. However, success in engaging stakeholders in collaborative decision making processes varies, as watershed managers are faced with the challenges inherent to finding the right process for the decisions needed and in successfully engaging stakeholders in that process. Two characteristics that may provide guidance for determining the appropriateness of applying a collaborative process to a watershed problem are the need to collaborate and the willingness of stakeholders to engage in a collaborative decision making process. By examining seven attributes of the issues confronted by stakeholders in a collaborative process, the consequences of these attributes on the need for collaboration and stakeholders' willingness to engage can be estimated. The issue attributes include: level of uncertainty, balance of information, risk, time horizon of effects, urgency of decision, distribution of effects, and clarity of problem. The issue attribute model was applied to two collaborative decision making processes conducted by the same watershed stakeholder group in a North Carolina coastal watershed. Need and willingness to engage did not coincide for either issue; that is, stakeholders were more willing to engage on the issue that required less need for their involvement.     

Understanding Factors That Influence Stakeholder Trust of Natural Resource Science and Institutions

Building trust between resource users and natural resource institutions is essential when creating conservation policies that rely on stakeholders to be effective. Trust can enable the public and agencies to engage in cooperative behaviors toward shared goals and address shared problems. Despite the increasing attention that trust has received recently in the environmental management literature, the influence that individual cognitive and behavioral factors may play in influencing levels of trust in resource management institutions, and their associated scientific assessments, remains unclear. This paper uses the case of fisheries management in the northeast to explore the relationships between an individual’s knowledge of the resource, perceptions of resource health, and participatory experience on levels of trust. Using survey data collected from 244 avid recreational anglers in the Northeast U.S., we test these relationships using structural equation modeling. Results indicate that participation in fisheries management is associated with increased trust across all aspects of fisheries management. In addition, higher ratings of resource health by anglers are associated with higher levels of trust of state and regional institutions, but not federal institutions or scientific methods.     

Catalyzing Collaboration: Wisconsin’s Agency-Initiated Basin Partnerships

Experience with collaborative approaches to natural resource and environmental management has grown substantially over the past 20 years, and multi-interest, shared-resources initiatives have become prevalent in the United States and internationally. Although often viewed as “grass-roots” and locally initiated, governmental participants are crucial to the success of collaborative efforts, and important questions remain regarding their appropriate roles, including roles in partnership initiation. In the midst of growing governmental support for collaborative approaches in the mid-1990s, the primary natural resource and environmental management agency in Wisconsin (USA) attempted to generate a statewide system of self-sustaining, collaborative partnerships, organized around the state’s river basin boundaries. The agency expected the partnerships to enhance participation by stakeholders, leverage additional resources, and help move the agency toward more integrated and ecosystem-based resource management initiatives. Most of the basin partnerships did form and function, but ten years after this initiative, the agency has moved away from these partnerships and half have disbanded. Those that remain active have changed, but continue to work closely with agency staff. Those no longer functioning lacked clear focus, were dependent upon agency leadership, or could not overcome issues of scale. This article outlines the context for state support of collaborative initiatives and explores Wisconsin’s experience with basin partnerships by discussing their formation and reviewing governmental roles in partnerships’ emergence and change. Wisconsin’s experience suggests benefits from agency support and agency responsiveness to partnership opportunities, but cautions about expectations for initiating general-purpose partnerships.     

Collaboration between design and waste management: Can it help close the material loop?

In order to explore the current relationship between industrial design and waste management (WM), a semi-structured interview study was carried out with 25 professionals from WM and designers that have worked with waste. The main aim was to learn about the collaborative work between these two areas and to investigate whether collaboration could help to incorporate material resources into production. The study reveals that designers and WM professionals regard the relation between disciplines in different ways, being more or less centered in their own disciplines. The designers interviewed, however tend to have a wider impression of this relation. This, together with the lack of understanding of the other's role and a fundamental scale difference when dealing with material flows were identified as the main barriers to better and more frequent collaboration. Even though some examples of collaborative work were found, they were not significant enough to have any noticeable effect on the WM system. In order to facilitate future collaboration, the contribution of the presented work is to identify areas for collaboration and suggest initial solutions for overcoming the barriers encountered to help to close the material loop.     

Who’s in Charge: Role Clarity in a Midwestern Watershed Group

Studies of collaborative watershed groups show that effective leadership is an important factor for success. This research uses data from in-depth interviews and meeting observation to qualitatively examine leadership in a Midwestern collaborative watershed group operating with government funding. One major finding was a lack of role definition for volunteer steering-committee members. Lack of role clarity and decision-making processes led to confusion regarding project management authority among the group, paid project staff members, and agency personnel. Given the important role of government grants for funding projects to protect water quality, this study offers insight into leadership issues that groups with Clean Water Act Section 319 (h) funds may face and suggestions on how to resolve them.     

Adaptive Comanagement for Building Resilience in Social–Ecological Systems

Ecosystems are complex adaptive systems that require flexible governance with the ability to respond to environmental feedback. We present, through examples from Sweden and Canada, the development of adaptive comanagement systems, showing how local groups self-organize, learn, and actively adapt to and shape change with social networks that connect institutions and organizations across levels and scales and that facilitate information flows. The development took place through a sequence of responses to environmental events that widened the scope of local management from a particular issue or resource to a broad set of issues related to ecosystem processes across scales and from individual actors, to group of actors to multiple-actor processes. The results suggest that the institutional and organizational landscapes should be approached as carefully as the ecological in order to clarify features that contribute to the resilience of social–ecological systems. These include the following: vision, leadership, and trust; enabling legislation that creates social space for ecosystem management; funds for responding to environmental change and for remedial action; capacity for monitoring and responding to environmental feedback; information flow through social networks; the combination of various sources of information and knowledge; and sense-making and arenas of collaborative learning for ecosystem management. We propose that the self-organizing process of adaptive comanagement development, facilitated by rules and incentives of higher levels, has the potential to expand desirable stability domains of a region and make social–ecological systems more robust to change.Published online     

Collaborative Watershed Groups in Three Pacific Northwest States: A Regional Evaluation of Group Metrics and Perceived Success1

Chaffin, B.C., R.L. Mahler, J.D. Wulfhorst, and B. Shafii, 2011. Collaborative Watershed Groups in Three Pacific Northwest States: A Regional Evaluation of Group Metrics and Perceived Success. Journal of the American Water Resources Association (JAWRA) 48(1): 113‐122. DOI: 10.1111/j.1752‐1688.2011.00599.x Abstract: Watershed management through collaborative groups has become important throughout the United States over the past two decades. Although several studies of Oregon and Washington watershed groups exist, a definitive regional analysis of Pacific Northwest (PNW) watershed groups’ success is lacking. This paper uses data collected from a single survey instrument to determine the status, structure, and success of watershed groups in Idaho, Oregon, and Washington, respectively. Results indicate that watershed group member satisfaction with elements of group structure correlates with levels of perceived group success. Strong leadership within a group and a clear mission statement also indicate higher levels of perceived success. Contrasting realized successes among PNW watershed groups with metrics of perceived success constructed from survey data define watershed groups’ missions and goals and is validated by analysis of the Washington State planning groups’ responses. Overall, PNW watershed groups identified themselves as largely successful. Therefore, the structure, function, and operation identified as characteristic of PNW watershed groups could be used as a model for developing watershed group programming in regions with similar conditions.     

Developing a collaborative model for environmental planning and management

Methods for involving the public in natural resource management are changing as agencies adjust to an increasingly turbulent social and political environment. There is growing interest among managers and scholars in collaborative approaches to public involvement. Collaboration is conceptually defined and elaborated using examples from the natural resource management field. This paper then examines how collaboration theory from the organizational behavior field can help environmental managers to better understand those factors that facilitate and inhibit collaborative solutions to resource problems. A process-oriented model is presented that proposes that collaboration emerges out of an environmental context and then proceeds sequentially through a problem-setting, direction-setting, and structuring phase. Factors constraining collaboration are also specified, including organizational culture and power differentials. Designs for managing collaboration are identified, which include appreciative planning, joint agreements, dialogues, and negotiated settlements. Environmental managers need new skills to manage collaboration within a dynamic social and political environment. Further research is needed to test the propositions outlined here.