Monitoring and evaluating citizen-agency interactions: a framework developed for adaptive management.

Abstract

As the Forest Service and the Bureau of Land Management turn toward ecosystem and adaptive models of forest stewardship, they are being called on to develop meaningful and lasting relations with citizens. These new management styles require not only improved strategies for public involvement but also methods to examine the interactions between citizens and agencies in order to learn from such experiences. Using the general principles of adaptive management-which stress monitoring, evaluation, and adjustment-this report provides a comprehensive framework to help agency personnel and citizens to work together. This report describes the adaptive management concept, summarizes research about the goals and characteristics of successful public involvement, and lays out a framework for monitoring and evaluating citizen-agency interactions. Although designed for adaptive management settings, the framework is well suited to other situations where improving these interactions is a priority.

Integrating Citizens in Adaptive Management: A Propositional Analysis

“…The current study also suggests that agencies can help to sustain productive interactions by being flexible, by placing value on citizen's ideas, and by supporting and rewarding innovative experimentation. In adaptive management settings, it is particularly important that managers also pay attention to the circumstances in which events occur (Shindler et al 1999). This contextual information is useful because it is about specific places and actions, and describes the details that contribute to particular outcomes.…”

“…People not only want to know what their role is, but also expect that something will actually result from their efforts (Shindler et al 1999). Researchers agree that an essential, overriding principle in any public process is that citizens should be able to see evidence that their comments or suggestions are actually incorporated into decisions (e.g., Benfield 1985, Blahna and Yonts-Shepard 1989, Lyden et al 1990.…”

“…This approach has enabled us to identify essential elements so that a framework for monitoring and evaluation could be developed. For a full description of this framework, see Shindler et al (1999). This summary paper is organized around six propositional statements.…”

Books and Literature

“…Shindler and Cheek (1997) and Yaffee and Woondolleck (1997) suggest that motivated individuals in both the agencies and the public must continuously reinforce their commitment to and confidence in collaborative management processes and must work toward establishing a stable (committed) group with sincere and effective leadership. Interactions among collaborators should start early and continue throughout the decision-making process McClaran 1997, Shindler andCheek 1997). Establishing explicit protocols also provides structure to collaborative groups, which can facilitate trust building and decision making .…”

“…Establishing explicit protocols also provides structure to collaborative groups, which can facilitate trust building and decision making . When possible, agency leaders should be present at collaborative meetings because participants gain confidence when they perceive their presence is affecting management direction (Shindler and Cheek 1997). Tangible results also improve agency accountability because measurable outcomes and access to information are necessary to achieve trust and sustain public interest and participation in the process ).…”