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.

/ Integrated environmental management (IEM) is a holistic and goal-oriented approach to environmental management that addresses interconnections through a strategic approach. Although no models of IEM have emerged, practitioners throughout the world are forging ahead with the concept. The literature indicates that stakeholder collaboration and public involvement are central to operationalizingthis model, because this interaction produces a more integrated approach and generates support for implementation. However, it is not clear what steps and conditions are necessary for successful translation of IEM into operation. The author draws on twenty-three case studies from the United States and Australia, a survey of 285 Australian stakeholders and the literature to produce a framework for IEM. The framework identifies 20 elements that-if attained-will increase the likelihood of successful operationalization of IEM. These elements address structuring of an integrated approach, operation of stakeholder processes, and outputs and outcomes. The elements do not constitute a formula for success, but a generic set of attributes that constitute a foundation for effective practice.KEY WORDS: Integrated environmental management; Stakeholder collaboration; Ecosystem managementhttp://link.springer-ny.com/link/service/journals/00267/bibs/24n2p151.html

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