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Collaborative Governance. What, When, and How?. Chris Ansell Department of Political Science University of California, Berkeley.

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Collaborative Governance

What, When, and How?

Chris Ansell

Department of Political Science

University of California, Berkeley


Collaborative governance is about multiples: we use it to manage conflict, improve coordination, and harness creativity where we have multiple stakeholders engaged in multilateral interactions about multi-dimensional issues.


Collaborative Governance manage conflict, improve coordination, and harness creativity where we have

A governing arrangement where one or more public agencies directly engage non-state stakeholders in a collective decision-making process that is formal, consensus-oriented and deliberative and that aims to make or implement public policy or manage public programs or assets.


The Desert Tortoise Steering Committee manage conflict, improve coordination, and harness creativity where we have

Cities and Counties: Clark County, Las Vegas, North Las Vegas,

Henderson, Boulder City, Mesquite

Nevada State Offices: Office of Governor, Congressional

Delegation, Dept. of Wildlife, Dept. of Agriculture, Farm Bureau

Federal Agencies: Fish & Wildlife, Bureau of Land Management, National Park Service

Industry Groups: Summa Corp., So. Nevada Homebuilders Assoc., Joyce Advertising, Nevada Cattleman’s Assoc., Nevada Mining Assoc.

Environmental Groups: Desert Tortoise Council, TORT Group Nevada, Defenders of Wildlife, NRDC, EDF, Nature Conservancy


ADJUDICATION manage conflict, improve coordination, and harness creativity where we have

Exs: Natural Resource Management Disputes; Regulatory Negotiation

COORDINATION

Ex: Social Work or Mental Health Case Management

PROBLEM-SOLVING/INNOVATION

Exs: Community health, Juvenile Justice, Crime Prevention


Conditions Favoring Collaborative Governance manage conflict, improve coordination, and harness creativity where we have

1. Multiple interdependent stakeholders

2. Weak or absent hierarchy; where success depends on the voluntary commitment or investment of independent stakeholders or where stakeholder ideas or opinions are important for agenda-setting

3. Where the character of interdependence requires multilateral cooperation

4. Where the multi-dimensional character of issues requires high quality communication


Institutional Design manage conflict, improve coordination, and harness creativity where we have

Antecedent Conditions

Collaborative Process

Outcomes

Leadership


Antecedent Conditions manage conflict, improve coordination, and harness creativity where we have

Institutional Design

Power-Resource-Knowledge Asymmetries

Incentives for and Constraints on Participation

Collaborative Process

Outcomes

Prehistory of Cooperation or Conflict (initial trust level)

Leadership


Participatory Inclusiveness manage conflict, improve coordination, and harness creativity where we have

Institutional Design

Forum Exclusiveness

Clear Ground Rules

Process Transparency

Starting Conditions

Collaborative Process

Leadership


Institutional Design manage conflict, improve coordination, and harness creativity where we have

Starting Conditions

Collaborative Process

Steward

Mediator

Leadership

Catalyst


Trust-Building manage conflict, improve coordination, and harness creativity where we have

Commitment to Process

Face-to-Face Dialogue

Collaborative Process

Intermediate Outcomes

Shared Understanding


Four Process Thresholds manage conflict, improve coordination, and harness creativity where we have

(1) Stakeholders agree to “come to the table.”

(2) Stakeholders recognize other stakeholders as legitimate interlocutors

(3) Stakeholders have a commitment to the collaborative process itself

(4) Stakeholders develop a sense of “joint ownership” of the process


Ansell, C. and A. Gash. 2008. “Collaborative Governance in Theory and Practice,” JPART,

C. Ansell and A. Gash. 2012. “Stewards, Mediators, and Catalysts: Towards a Model of Collaborative Leadership,” The Innovation Journal, 17, 1.

The Desert Tortoise Case

J. Wondolleck and S. Yaffee. 2000. Making Collaboration Work. Island Press.

Thom Reilly. 1998. “Collaboration in Action: An Uncertain Process,” Administration in Social Work.

Colorado Nurse-Family Partnership

Darin Hicks et al. 2008. “The Influence of Collaboration on Program Outcomes,” Evaluation Review, 32, 5: 453-477.

Eric Johnston et al. 2010. “Managing the Inclusion Process in Collaborative Governance, JPART, 21: 699-721.


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