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 Typology of Collaboration Efforts in Environmental Management

Collaboration involves stakeholders and the public in a process of consensus building to address some of the most difficult environmental management problems facing society today. Collaborative groups vary widely, ranging from small watershed councils to regional ecosystem collaboratives to groups addressing large-scale policy issues. While these collaboratives all match the common principles of collaboration, a closer examination reveals many differences. Using institutional theories about levels of decision making provides a way of classifying collaboratives along a spectrum from action level to organizational level to policy level. This typology is applied to thirty-six collaboration case studies in Australia and the United States that were investigated over a series of years through interviews, observation, document analysis, and surveys. The application reveals different tendencies among the case types in terms of population, size, problem significance, institutional setting, and focus of activities. The typology also reveals functional differences in the types of stakeholders involved, the management arrangements for implementation, and the approaches to implementing change. This typology can help practitioners better understand the challenges and appropriate types of collaborations for different settings. It helps highlight differences in the role of government and decentralization of power. It distinguishes the different theoretical foundations for different types of collaboratives. Finally, it elucidates the different evaluation approaches for different types of collaboratives.     

GIS, modeling, and politics: on the tensions of collaborative decision support

A tension exists at the heart of efforts to support collaboration with GIS. Many scholars and practitioners seek to support two separate objectives: (1) problem solving and (2) the exploration of diverse problem understandings. GIS applications designed for problem solving often pre-define the problem space by structuring the kind of information that can be considered or the way in which the problem is conceptualized. In doing so, they necessarily privilege particular perspectives and understandings of the problem while marginalizing others. As a result, these initiatives undermine their second objective. This is problematic in the context of contentious environmental decisions which have broad-reaching impacts on people with diverse perspectives and interests. In such contexts, I argue that equitable collaboration is impossible without first emphasizing the exploration of diverse problem understandings. I support this argument theoretically by turning to the literatures on collaborative planning and spatial decision support, and empirically in my analysis of a case study of an effort to construct a GIS for supporting collaborative water resource management in rural Idaho. Reflecting upon the case, I provide a set of recommendations to those seeking to better negotiate the tensions of supporting collaboration with GIS in the context of contentious environmental and natural resource decisions.     

Realizing an effectiveness revolution in environmental management

The environmental movement of the 20(th) century has evolved into a large, diverse and well-financed global community that is increasingly required to prove its worth. Though the environmental sector collects and uses data to determine the status of ecological and social systems, the effectiveness of the programs and policies it uses to affect this status remains largely untested. As governments and donor institutions insist on greater transparency, accountability and evidence of what works and what does not, much is being learned from other fields (e.g. health services, education, international development) and increasingly sophisticated approaches are emerging to manage effectiveness. For example, program evaluation, adaptive management, and systematic review provide frameworks and methods to collect and use information to measure and improve performance. However, the critical data and collaborations necessary for an effectiveness revolution are marginalized by technical, cultural and political obstacles. Learning from other fields, the environmental sector must exploit key leverage points, such as flows of information and self-organization, to overcome impediments and create incentives to initiate and realize an era of effectiveness in environmental management.     

Building Trust in Natural Resource Management Within Local Communities: A Case Study of the Midewin National Tallgrass Prairie

Communities neighboring federally protected natural areas regularly weigh the costs and benefits of the administering agency’s programs and policies. While most agencies integrate public opinion into decision making, efforts to standardize and formalize public involvement have left many local communities feeling marginalized, spurring acrimony and opposition. A significant body of research has examined barriers to effective public participation as well as strategies for relationship building in planning processes; many of which point to trust as a key factor. Trust is especially tenuous in local communities. This paper explores perceptions of trust, expectations for management, as well as constraints to building trust. In-depth interviews were conducted with 21 community members and USDA Forest Service personnel at the Midewin National Tallgrass Prairie in northeastern Illinois. The interviews revealed that trust is perceived as important to effective management. Distinct expectations for management outcomes and processes emerged, including the values, knowledge, and capacity demonstrated in management decisions and actions and opportunities provided for communication, collaboration, and cooperation within the agency-community relationship. The case study identified several constraints to building trust, including competing values, knowledge gaps, limited community engagement, and staff turnover.     

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.     

Organizational commitment to integrated and collaborative management: matching strategies to constraints

Integrated and collaborative approaches to environmental management are being advocated as a more appropriate and effective approach to decision-making. It is based on collaboration among a range of individuals and organizations that have a stake, role, or responsibility in management outcomes. However, researchers have found that implementation of this approach has encountered difficulties. This paper focuses on the role of organizations and their commitment to implementation. Based on case study and survey research in the United States and Australia, the author examines organizational constraints and the range of strategies used to secure commitment. It is argued that participants must more explicitly address the commitment issue and design implementation strategies that respond to organizational constraints.