1. Collaborative Governance Chris Ansell Department of Political Science University of California, Berkeley What, When, and How?

2. 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.

7. 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. Collaborative Governance

8. 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 Cattleman’s Assoc., Nevada Mining Assoc. Environmental Groups: Desert Tortoise Council, TORT Group Nevada, Defenders of Wildlife, NRDC, EDF, Nature Conservancy

9. ADJUDICATION COORDINATION PROBLEM-SOLVING/INNOVATION Exs: Natural Resource Management Disputes; Regulatory Negotiation Ex: Social Work or Mental Health Case Management Exs: Community health, Juvenile Justice, Crime Prevention

10. 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 Conditions Favoring Collaborative Governance 1. Multiple interdependent stakeholders 3. Where the character of interdependence requires multilateral cooperation 4. Where the multi-dimensional character of issues requires high quality communication

12. Antecedent Conditions Leadership Institutional Design Outcomes Collaborative Process

13. Power-Resource- Knowledge Asymmetries Prehistory of Cooperation or Conflict (initial trust level) Incentives for and Constraints on Participation Antecedent Conditions Leadership Institutional Design Outcomes Collaborative Process

14. Starting Conditions Leadership Institutional Design Collaborative Process Participatory Inclusiveness Forum Exclusiveness Clear Ground Rules Process Transparency

15. Starting Conditions Leadership Institutional Design Collaborative Process Steward Mediator Catalyst

16. Face-to-Face Dialogue Trust-BuildingCommitment to Process Shared Understanding Intermediate Outcomes Collaborative Process

17. 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

19. Ansell, C. and A. Gash. 2008. “Collaborative Governance in Theory and Practice,” JPART, Thom Reilly. 1998. “Collaboration in Action: An Uncertain Process,” Administration in Social Work. Eric Johnston et al. 2010. “Managing the Inclusion Process in Collaborative Governance, JPART, 21: 699-721. Darin Hicks et al. 2008. “The Influence of Collaboration on Program Outcomes,” Evaluation Review, 32, 5: 453-477. Colorado Nurse-Family Partnership 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.