Incorporating Evidence into Collaborative Ecosystem Restoration: A Content Analysis of Bibliographic References and their Use in Salmon Recovery Plans.

Collaborative environmental management draws on a wide range of information, from a variety of stakeholders, to inform policy. Scientific information is particularly relevant for ecosystem restoration plans, such as those created for recovering species on the brink of extinction. This study examines use of evidence in salmon recovery plans in Puget Sound, USA. Across 12 plans, coders characterized 1104 references to identify their source, recency, domain, and context. Subsequently, 11 plans were analyzed in-depth to identify how each reference was used to support particular kinds of claims. Results indicate the most frequent source of information cited in salmon recovery plans is government agencies, especially from national and state governments, followed by peer reviewed journal articles and scientific books. Journal articles come predominantly from high impact (top quartile) journals, although these articles are on average 15 years old. Sources are almost exclusively from the domain of natural sciences (97%), with just 1% social sciences and 2% non-scientific. More references come from beyond than within the local watershed. Different reference sources are used to support different kinds of claims, with government agency sources positively associated with claims about species status/trends, and peer reviewed journal articles positively associated with claims about causes of species decline. Overall, the lack of social science references, and lack of references to support claims about levels of community support, reduce managers' abilities to incorporate features of social systems into species recovery planning.

Science and scale mismatch: Horizontal and vertical information sharing in the Puget Sound polycentric governance system.

Environmental governance in complex social-ecological systems involves multiple actors and institutions that interact across scales. Where hierarchical authority to command is lacking, actors may rely on resource sharing to steer actions across the landscape and reduce scale mismatch. An important resource for such cross-scale steering is scientific information. This study examines how actors in local collaborative organizations share and use scientific information across multiple parts of a polycentric governance system. Interviews from efforts in the Puget Sound, USA, to incorporate scientific information across scales reveal patterns in horizontal and vertical information sharing, the role of knowledge brokers, and scale mismatches in spatial scale and theory vs applied research. Results indicate collaborative group members frequently access scientific findings horizontally through their networks of contacts and conference attendance, as well as through document searches for journal articles and government reports. Vertical transmission relies more on knowledge brokers and guidance documents. The use of scientific findings by local collaborative organizations depends on the biophysical and political context, and there is often tension between scientific rigor and local applicability.

Goal specificity: a proxy measure for improvements in environmental outcomes in collaborative governance.

Collaborative governance critics continually call for evidence to support its prevalent use. As is often the case in environmental policy, environmental outcomes occur at a rate incompatible with political agendas. In addition, a multitude of possibly confounding variables makes it difficult to correlate collaborative governance processes with environmental outcomes. The findings of this study offer empirical evidence that collaborative processes have a measurable, beneficial effect on environmental outcomes. Through the use of a unique paired-waterbody design, our dataset reduced the potential for confounding variables to impact our environmental outcome measurements. The results of a path analysis indicate that the output of setting specific pollutant reduction goals is significantly related to watershed partnerships' level of attainment of their environmental improvement goals. The action of setting specific goals (e.g. percentage of load reductions in pollutant levels) is fostered by sustained participation from partnership members throughout the lifecycle of the collaborative. In addition, this study demonstrates the utility of logic modeling for environmental planning and management, and suggests that the process of setting specific pollutant reduction goals is a useful proxy measure for reporting progress towards improvements in environmental outcomes when long-term environmental data are not available.

Community responses to government defunding of watershed projects: a comparative study in India and the USA.

When central governments decentralize natural resource management (NRM), they often retain an interest in the local efforts and provide funding for them. Such outside investments can serve an important role in moving community-based efforts forward. At the same time, they can represent risks to the community if government resources are not stable over time. Our focus in this article is on the effects of withdrawal of government resources from community-based NRM. A critical question is how to build institutional capacity to carry on when the government funding runs out. This study compares institutional survival and coping strategies used by community-based project organizations in two different contexts, India and the United States. Despite higher links to livelihoods, community participation, and private benefits, efforts in the Indian cases exhibited lower survival rates than did those in the U.S. cases. Successful coping strategies in the U.S. context often involved tapping into existing institutions and resources. In the Indian context, successful coping strategies often involved building broad community support for the projects and creatively finding additional funding sources. On the other hand, the lack of local community interest, due to the top-down development approach and sometimes narrow benefit distribution, often challenged organizational survival and project maintenance.

Implementing ecosystem management in public agencies: lessons from the U.S. Bureau of Land Management and the Forest Service.

Ecosystem management was formally adopted over a decade ago by many U.S. natural resource agencies, including the Forest Service and the Bureau of Land Management. This approach calls for management based on stakeholder collaboration; interagency cooperation; integration of scientific, social, and economic information; preservation of ecological processes; and adaptive management. Results of previous studies indicate differences in the extent to which particular components of ecosystem management would be implemented within the U.S. Forest Service and the Bureau of Land Management and suggest a number of barriers thought to impede implementation. Drawing on survey and interview data from agency personnel and stakeholders, we compared levels of ecosystem-management implementation in the Forest Service and Bureau of Land Management and identified the most important barriers to implementation. Agency personnel perceived similarly high levels of implementation on many ecosystem-management components, whereas stakeholders perceived lower levels. Agencies were most challenged by implementation of preservation of ecological processes, adaptive management, and integration of social and economic information, whereas the most significant barriers to implementation were political, cultural, and legal.

Reducing nonpoint source pollution through collaboration: policies and programs across the U.S. States.

Nonpoint source (NPS) pollution has emerged as the largest threat to water quality in the United States, influencing policy makers and resource managers to direct more attention toward NPS prevention and remediation. In response, the United States Environmental Protection Agency (USEPA) spent more than $204 million in fiscal year (FY) 2006 on the Clean Water Act's Section 319 program to combat NPS pollution, much of it on the development and implementation of watershed-based plans. State governments have also increasingly allocated financial and technical resources to collaborative watershed efforts within their own borders to fight NPS pollution. With increased collaboration among the federal government, states, and citizens to combat NPS pollution, more information is needed to understand how public resources are being used, by whom, and for what, and what policy changes might improve effectiveness. Analysis from a 50-state study suggests that, in addition to the average 35% of all Section 319 funds per state that are passed on to collaborative watershed groups, 35 states have provided financial assistance beyond Section 319 funding to support collaborative watershed initiatives. State programs frequently provide technical assistance and training, in addition to financial resources, to encourage collaborative partnerships. Such assistance is typically granted in exchange for requirements to generate a watershed action plan and/or follow a mutually agreed upon work plan to address NPS pollution. Program managers indicated a need for greater fiscal resources and flexibility to achieve water quality goals.

Citizen participation in collaborative watershed partnerships.

Collaborative efforts are increasingly being used to address complex environmental problems, both in the United States and abroad. This is especially true in the growing field of collaborative watershed management, where diverse stakeholders work together to develop and advance water-quality goals. Active citizen participation is viewed as a key component, yet groups often struggle to attract and maintain citizen engagement. This study examined citizen participation behavior in collaborative watershed partnerships by way of a written survey administered to citizen members of 12 collaborative watershed groups in Ohio. Results for the determination of who joins such groups were consistent with the dominant-status model of participation because group members were not demographically representative of the broader community. The dominant-status model, however, does not explain which members are more likely to actively participate in group activities. Instead, individual characteristics, including political activity, knowledge, and comfort in sharing opinions with others, were positively correlated with active participation. In addition, group characteristics, including government-based membership, rural location, perceptions of open communication, perceptions that the group has enough technical support to accomplish its goals, and perceived homogeneity of participant opinions, were positively correlated with active participation. Overall, many group members did not actively participate in group activities.

Theory into practice: implementing ecosystem management objectives in the USDA Forest Service.

In the United States and around the world, scientists and practitioners have debated the definition and merits of ecosystem management as a new approach to natural resource management. While these debates continue, a growing number of organizations formally have adopted ecosystem management. However, adoption does not necessarily lead to successful implementation, and theories are not always put into practice. In this article, we examine how a leading natural resource agency, the United States Department of Agriculture Forest Service, has translated ecosystem management theory into concrete policy objectives and how successfully these objectives are perceived to be implemented throughout the national forest system. Through document analysis, interviews, and survey responses from 345 Forest Service managers (district rangers, forest supervisors, and regional foresters), we find that the agency has incorporated numerous ecosystem management components into its objectives. Agency managers perceive that the greatest attainment of such objectives is related to collaborative stewardship and integration of scientific information, areas in which the organization has considerable prior experience. The objectives perceived to be least attained are adaptive management and integration of social and economic information, areas requiring substantial new resources and a knowledge base not traditionally emphasized by natural resource managers. Overall, success in implementing ecosystem management objectives is linked to committed forest managers.