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Collaborative Decision MakingPublic Environmental Policy Improves with Stakeholder InvolvementTop down decisions made by natural resource managers can be controversial and difficult to implement. Collaboration is a tool that can improve this situation.
Decisions regarding the environmental consequences of resource development are rarely reached without controversy. Natural resource management agencies have a legal responsibility to manage specific environmental requirements within their jurisdictions. Agencies can use a collaborative approach in their public policy making under certain conditions. Bringing outside stakeholders into the decision making process is important and will produce a better public outcome, but it must not usurp agency responsibilities. There is value in considering multiple perspectives. Fairness - All participants must believe the collaborative process is fair. Efforts should ensure agreed upon common ground rules and neutral facilitation. There is the ever-increasing stress on agency funding and resources. There can be concerns that an agency involved in a collaborative process can find that it eventually cannot afford it. The Society of Professionals in Dispute Resolution (SPDR) is one group that has purposed guidelines for government agencies considering a collaborative decision-making effort. Agency Control - How can a public agency share control of its regulatory responsibilities with other interested parties? The SPDR guideline document suggests an agency first decide whether the issue is suitable for negotiation. Is the issue is a high priority, identifiable, and truly negotiable? Anticipated outcomes should actually be in doubt. Using the collaborative approach to promote a foregone conclusion can cause serious public backlash. Agencies must be willing to use the collaborative process within the political climate the agency faces. Legal Climate - Agency regulatory relationships need to be compatible with collaborative decision-making. Regulatory agencies need to fully understand the role they fill within the process. The agency can take an active role in the debate or serve as a subject matter expert for stakeholders. Participants need to know want the agency's role is in the negotiations and how the final agreement is to be used. Will it roll into actual agency regulations or support future regulatory positions? Resources - Governmental agencies are often under stress with regard to funding. An agency needs to insure that it has the time, money and staff available to successfully complete collaborative decision-making once the process it starts. Full endorsement by agency leaders for the negotiation session will help bolster commitment by all participants. Visible agency support of the process will also reinforce the investments made by stakeholders in the collaboration. Successful collaborative decision-making requires planning to account for required resources. If the needed time, staffing or materials are unavailable, then another method of negotiation is appropriate. Collaborative decision seeking or making processes can be a valuable tool for public agencies. Questions of policy or resources allocation usually involve multiple interest groups and stakeholders. Almost any decision made by group consensus is easier to implement. Implementation is the ultimate goal and requires stakeholder cooperation. Decisions made by majority rule can be fractious, may institutionalize conflict towards an agency and have the potential to disenfranchise stakeholders. Wise use of collaborative process will create a win-win situation for all involved in the process.
The copyright of the article Collaborative Decision Making in Environmentalism is owned by Alan Sorum. Permission to republish Collaborative Decision Making in print or online must be granted by the author in writing.
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