ABSTRACT
Effective management of invasive species requires collaboration across a range of stakeholders. These stakeholders exhibit diverse attributes such as organisation types, operational scale, objectives, and roles within projects. Identifying the diverse attributes of stakeholders is beneficial for increasing collaboration success while minimising potential conflicts among multiple stakeholders when managing invasive species across landscapes. Despite the increasing number of studies on connections among stakeholders, there is little understanding of the diverse attributes of stakeholders involved in invasive species management. This is a notable gap because the diversity of stakeholders is one of the significant factors that can influence collaboration success. To bridge this knowledge gap, we used a social network approach to identify the attributes of stakeholders that influence their participation in collaborations using a case study of invasive wild pig (Sus scrofa) management in Queensland, Australia. Our findings suggest that even though the overall stakeholder network was diverse, the stakeholder network at the project level exhibited a lack of diversity on average, particularly regarding the scale of operation and type of organisation. In other words, stakeholders are highly likely to form ties in projects involving other stakeholders from similar types of organisations or operational scales. We suggest that targeting a greater diversity of stakeholders across types of organisations and scales of operations might enhance the success of collaborative invasive species management.
ABSTRACT
Invasive species are one of the most pressing global challenges for biodiversity and agriculture. They can cause species extinctions, ecosystem alterations, crop damage, and spread harmful diseases across broad regions. Overcoming this challenge requires collaborative management efforts that span multiple land tenures and jurisdictions. Despite evidence on the importance and approaches to collaboration, there is little understanding of how success is evaluated in the invasive species management literature. This is a major gap, considering evaluating success is crucial for enhancing the efficacy of future management projects. To overcome this knowledge gap, we systematically reviewed the published literature to identify the stages at which success is evaluated - that is, the Process stage (collaborative management actions and Processes), Outputs stage (results of management actions to protect environmental, economic, and social values) and Outcomes stage (effects of Outputs on environmental, economic, and social values) of collaborative invasive species management projects. We also assessed what indicators were used to identify success and whether these evaluations vary across different characteristics of collaborative invasive species management. Our literature search detected 1406 papers, of which 58 met our selection criteria. Out of these, the majority of papers evaluated success across two stages (n = 25, 43.1%), whereas only ten (17.2%) papers evaluated success across all stages. Outputs were the most commonly evaluated stage (n = 40, 68.9%). The most widely used indicators of success for these stages included increased collaboration of stakeholders (Process stage), the number of captured/eradicated/controlled invasive species (Outputs stage) and change in biodiversity values, such as the number of threatened species (Outcomes stage). Most indicators of success were environmentally focused. We highlight the need to align the indicators of success and evaluation stages with the fundamental objectives of the projects to increase the effectiveness of evaluations and thereby maximise the benefits of collaborative invasive species management.
