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Bureaucracy, Collaboration and Coproduction: A Case Study of the Implementation of Adaptive Management in the U.S.D.A. Forest Service

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dc.contributor.author Fleischman, Forrest en_US
dc.date.accessioned 2009-07-31T14:34:42Z
dc.date.available 2009-07-31T14:34:42Z
dc.date.issued 2008 en_US
dc.date.submitted 2008-10-27 en_US
dc.date.submitted 2008-10-27 en_US
dc.identifier.uri https://hdl.handle.net/10535/1150
dc.description.abstract "This paper examines the role of collaborative and coproductive processes in management of US national forests, utilizing a case study of the implementation of the policy of adaptive management by the U.S.D.A. Forest Service in the Pacific Northwest region of the U.S. Adaptive management is widely prescribed by ecologists and conservation theorists as a means of improving natural resource management by using designed experiments to test management hypotheses and improve management practice. Adaptive management was introduced by the US Government on public lands in the Pacific Northwest in the early 1990s in the aftermath of major controversy over the management of old-growth forest for spotted owl habitat. The Forest Service designated 10 areas as adaptive management areas, where experiments would be tried out, and further prescribed that the entire agency adopt adaptive management as a core part of management practice. Implementation of this goal has been poor: only two adaptive management projects have actually gotten off the ground, one in and one outside of a designated adaptive management area. This paper shows that the Forest Services vision of adaptive management as a process that could occur without the collaboration of agents outside of the bureaucracy contributed to the implementation failure. When adaptive management succeeded, it was the result of co-production between the bureaucracy, the scientific community, and other policy actors. While many recent authors have focused on the role of formally organized, place and consensus based collaboratives in improving policy outcomes, this paper illustrates the role of more complex informal collaborative and adversarial processes." en_US
dc.subject adaptive systems en_US
dc.subject collaboration en_US
dc.subject coproduction en_US
dc.subject bureaucracy en_US
dc.subject Workshop en_US
dc.subject forests en_US
dc.subject forest management en_US
dc.subject IASC en_US
dc.title Bureaucracy, Collaboration and Coproduction: A Case Study of the Implementation of Adaptive Management in the U.S.D.A. Forest Service en_US
dc.type Conference Paper en_US
dc.coverage.region North America en_US
dc.coverage.country United States en_US
dc.subject.sector Social Organization en_US
dc.subject.sector Forestry en_US
dc.identifier.citationmonth July en_US
dc.identifier.citationconference Governing Shared Resources: Connecting Local Experience to Global Challenges, the Twelfth Biennial Conference of the International Association for the Study of Commons en_US
dc.identifier.citationconfdates July 14-18, 2008 en_US
dc.identifier.citationconfloc Cheltenham, England en_US
dc.submitter.email elsa_jin@yahoo.com en_US

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