Collaborative Governance

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Collaborative Governance
What, When, and How?
Chris Ansell Department of Political
Science University of California, Berkeley
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Collaborative governance is about multiples we
use it to manage conflict, improve coordination,
and harness creativity where we have multiple
stakeholders engaged in multilateral interactions
about multi-dimensional issues.
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Collaborative Governance
A governing arrangement where one or more public
agencies directly engage non-state stakeholders
in a collective decision-making process that is
formal, consensus-oriented and deliberative and
that aims to make or implement public policy or
manage public programs or assets.
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The Desert Tortoise Steering Committee
Cities and Counties Clark County, Las Vegas,
North Las Vegas, Henderson, Boulder City,
Mesquite
Nevada State Offices Office of Governor,
Congressional Delegation, Dept. of Wildlife,
Dept. of Agriculture, Farm Bureau
Federal Agencies Fish Wildlife, Bureau of Land
Management, National Park Service
Industry Groups Summa Corp., So. Nevada
Homebuilders Assoc., Joyce Advertising, Nevada
Cattlemans Assoc., Nevada Mining Assoc.
Environmental Groups Desert Tortoise Council,
TORT Group Nevada, Defenders of Wildlife, NRDC,
EDF, Nature Conservancy
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ADJUDICATION
Exs Natural Resource Management Disputes
Regulatory Negotiation
COORDINATION
Ex Social Work or Mental Health Case Management
PROBLEM-SOLVING/INNOVATION
Exs Community health, Juvenile Justice, Crime
Prevention
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Conditions Favoring Collaborative Governance
1. Multiple interdependent stakeholders
2. Weak or absent hierarchy where success
depends on the voluntary commitment or investment
of independent stakeholders or where stakeholder
ideas or opinions are important for agenda-setting
3. Where the character of interdependence
requires multilateral cooperation
4. Where the multi-dimensional character of
issues requires high quality communication
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Institutional Design
Antecedent Conditions
Collaborative Process
Outcomes
Leadership
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Antecedent Conditions
Institutional Design
Power-Resource-Knowledge Asymmetries
Incentives for and Constraints on Participation
Collaborative Process
Outcomes
Prehistory of Cooperation or Conflict (initial
trust level)
Leadership
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Participatory Inclusiveness
Institutional Design
Forum Exclusiveness
Clear Ground Rules
Process Transparency
Starting Conditions
Collaborative Process
Leadership
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Institutional Design
Starting Conditions
Collaborative Process
Steward
Mediator
Leadership
Catalyst
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Trust-Building
Commitment to Process
Face-to-Face Dialogue
Collaborative Process
Intermediate Outcomes
Shared Understanding
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Four Process Thresholds
(1) Stakeholders agree to come to the table.
(2) Stakeholders recognize other stakeholders as
legitimate interlocutors
(3) Stakeholders have a commitment to the
collaborative process itself
(4) Stakeholders develop a sense of joint
ownership of the process
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Ansell, C. and A. Gash. 2008. Collaborative
Governance in Theory and Practice, JPART,
C. Ansell and A. Gash. 2012. Stewards,
Mediators, and Catalysts Towards a Model of
Collaborative Leadership, The Innovation
Journal, 17, 1.
The Desert Tortoise Case
J. Wondolleck and S. Yaffee. 2000. Making
Collaboration Work. Island Press.
Thom Reilly. 1998. Collaboration in Action An
Uncertain Process, Administration in Social Work.
Colorado Nurse-Family Partnership
Darin Hicks et al. 2008. The Influence of
Collaboration on Program Outcomes, Evaluation
Review, 32, 5 453-477.
Eric Johnston et al. 2010. Managing the
Inclusion Process in Collaborative Governance,
JPART, 21 699-721.