The success of collaborative partnerships depends on the integration and management of multiple stakeholder expectations to develop mutually agreeable solutions that lead to desired environmental conditions and social well-being. The North Carolina Sentinel Landscapes Partnership (NCSLP) provides an example of a coalition representing Extension, military, conservation, natural resources, and economic interests to address conservation of forest and farm lands. This article presents a framework for determining the diverse expectations of large collaborative programs and integrating them into an outcome-based decision making model

Bardon, Robert E

Diaz, John M

Hazel, Dennis

Jayaratne, KSU

English

Clemson University: TigerPrints

The Journal of Extension Volume 52 Number 3 Article 27 6-1-2014 A Framework for Integrating and Managing Expectations of Multiple Stakeholder Groups in a Collaborative Partnership John M. Diaz North Carolina State University, jmdiaz2@ncsu.edu KSU Jayaratne North Carolina State University, jay_jayaratne@ncsu.edu Robert E. Bardon North Carolina State University, rebardon@ncsu.edu Dennis Hazel North Carolina State University, dennis_hazel@ncsu.edu This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License. Recommended Citation Diaz, J. M., Jayaratne, K., Bardon, R. E., & Hazel, D. (2014). A Framework for Integrating and Managing Expectations of Multiple Stakeholder Groups in a Collaborative Partnership. The Journal of Extension, 52(3), Article 27. https://tigerprints.clemson.edu/joe/vol52/iss3/27 This Ideas at Work is brought to you for free and open access by the Conferences at TigerPrints. It has been accepted for inclusion in The Journal of Extension by an authorized editor of TigerPrints. For more information, please contact kokeefe@clemson.edu. June 2014Volume 52Number 3Article # 3IAW6Ideas at WorkA Framework for Integrating and Managing Expectations ofMultiple Stakeholder Groups in a Collaborative PartnershipAbstractThe success of collaborative partnerships depends on the integration and management of multiplestakeholder expectations to develop mutually agreeable solutions that lead to desired environmentalconditions and social well-being. The North Carolina Sentinel Landscapes Partnership (NCSLP) providesan example of a coalition representing Extension, military, conservation, natural resources, andeconomic interests to address conservation of forest and farm lands. This article presents a frameworkfor determining the diverse expectations of large collaborative programs and integrating them into anoutcome-based decision making model.    IntroductionGovernment agencies, communities, and private groups are forming partnerships to managecommon problems and develop strategies for regional protection and development (Layman, Doll, &Peter, 2013; Wondolleck & Yaffee, 2000). A strategy for framing collaborative projects from theviews of multiple stakeholders allows for decisions to be made based on the project's total picture.Gaining a holistic view of these multi-facet collaborative programs becomes complicated as variousstakeholders with diverse expectations become involved (Layman et al., 2013). "Successfulcollaborative processes must be able to integrate and manage multiple stakeholder interests andknowledge, build trust and foster social learning, develop mutually-agreeable solutions, and lead todesired environmental conditions and social well-being" (Muñoz-Erickson, Aguilar-González, Loeser, &Sisk, 2010, p. 132).John M. DiazGraduate Assistant,Department ofForestry andEnvironmentalResourcesjmdiaz2@ncsu.eduK.S.U. JayaratneState Leader forProgram Evaluationand AssociateProfessorDepartment ofAgricultural andExtension Educationjay_jayaratne@ncsu.eduRobert E. BardonProfessor andExtension SpecialistDepartment ofForestry andEnvironmentalResourcesrebardon@ncsu.eduDennis HazelAssociate Professorand ExtensionSpecialistDepartment ofForestry andEnvironmentalResourcesdennis_hazel@ncsu.eduNorth Carolina StateUniversityRaleigh, NorthCarolinaThis article's purpose is to share a framework for determining and integrating the expectations ofmultiple stakeholders in collaborative programs. This framework was used with the North CarolinaSentinel Landscapes Partnership (NCSLP), which provides a unique example of a coalition of publicand private groups formed to address land use issues. NCSLP developed a strategy focused ongaining a holistic view of the program by determining and incorporating the expectations of multiplestakeholders. These expectations are tied to program outcomes, ensuring an effective process forbuilding sustainable partnerships with multiple stakeholders (Guion, 2010; Kelsey & Mariger, 2003;Lachapelle, Austin, & Clark, 2010; Layman et al., 2013; Prokopy et al., 2009).How to Determine and Integrate the Expectations of DiverseStakeholdersNCSLP used the following five-step framework for determining and integrating stakeholderexpectations into an adaptive decision-making model for collaborative partnerships. The outlinedframework can be applied during any phase of collaborative programs with multiple stakeholders andmay be adapted based on program context.1. Determining Various Elements of the Multi-Facet ProgramThe process begins by determining the various elements of the program. NCSLP is a regionalprogram comprised of four primary elements (Table 1).Table 1.NC Sentinel Landscapes Program ElementsElement1Enhancing the Network and Linkages between Conservation, Military,and Community Goals.Element2Agricultural Development and Farmland Preservation (ADFP) inSupport of Marine Core Installations East (MCIEAST) Training.Element3Food and Fuel for the ForcesElement4Web-Based Data and Payment Management (DPM) System to SupportConservation of Working Lands.The partnership is a funded set of efforts by the U.S. military with a goal of not only identifying andprotecting working lands, but also creating a reproducible model that can work successfullyelsewhere without military funding. Focusing on element activities and participation builds anunderstanding of the overall functionality of the multi-facet program (Lachapelle et al., 2010).The statement of work serves as a great starting point to understand internal context. The statementof work outlines the overall structure of the program as well as the components that comprise eachelement. For example, Element 2 was subcontracted to the North Carolina Foundation for Soil andWater Conservation (NCFSWC). The foundation holds landowner workshops to inform and promoteIdeas at Work A Framework for Integrating and Managing Expectations of Multiple Stakeholder Groups in a Collaborative Partnership JOE 52(3)©2014 Extension Journal Inc. 2engagement of relevant stakeholders in Market-Based Conservation. This process allows you to gaina holistic understanding of the program and provides a foundation for stakeholder analysis(Lachapelle et al., 2010).2. Determining All the Stakeholder GroupsConnecting the program to the context of management allows you to determine all relevantstakeholders (Lachapelle et al., 2010). The Element 2 landowner workshops provide a venue formultiple stakeholders to become engaged with the program. Using direct observation of participationacross all elements builds awareness of the stakeholders participating and affected. Initialidentification of stakeholders should be evaluated in reference to already existing programs, forexample NCSLP looked at the North Carolina Governor's Land-Use Compatibility Task Force.3. Identification of Key StakeholdersNCSLP categorized stakeholders as rural landowners, agricultural groups, conservation districts, landtrusts, private conservation organizations, local governments, and the military. Next, leaders of thetarget audience, otherwise known as "key stakeholders," must be identified. Key stakeholderidentification is needed to determine the needs of the target groups while securing their commitmentand support to the program (Lachapelle et al., 2010; Layman et al., 2013).The process began by identifying key decision-makers who contributed to program planning, design,and implementation on behalf of their groups. Traditionally, these decision-makers are identifiedfrom relevant organizations across each stakeholder group during program planning. Influentialleaders frequently establish a positive reputation among the target audience highlighting the benefitof the reputational approach. The reputational approach allows the aforementioned decision-makersto suggest additional key stakeholders that will accurately represent the stakeholder group andincrease program buy-in.4. Conducting a Short Survey to Determine Key StakeholderExpectationsNext, conduct a survey to determine stakeholder expectations for involvement and program success(Kelsey & Mariger, 2003). Collected survey responses should be organized by stakeholder group forthe identification of short-term, medium-term, and long-term goals for success based on stakeholderexpectations. These goals and expectations serve as the initial input for a program logic model(Kelsey & Mariger, 2003).5. Development of an Over-Arching Logic ModelDeveloping an over-arching logic model requires an advisory committee approach to maintainstakeholder engagement and buy-in while not bogging down the process (Wondolleck & Yaffee,2000). The survey participants should serve as the initial list for committee selection, with primaryconsideration given to the ability to remain engaged in the process.Ideas at Work A Framework for Integrating and Managing Expectations of Multiple Stakeholder Groups in a Collaborative Partnership JOE 52(3)©2014 Extension Journal Inc. 3Mediated committee discussion promotes a participant-driven model that builds program commitment(Fratanduono, Steelman, & Petersen, 2013; Lachapelle et al., 2010; Layman et al., 2013). The largergroup, through reoccurring engagement, must agree upon the over-arching logic model. NCSLP usessteering committee and quarterly meetings to address such decisions. The finalized model provideseach NCSLP element lead with a holistic view of the program and allows them to identify the mosteffective and efficient communication processes.Challenges, Alternatives, and Lessons LearnedThe main challenge is maintaining key stakeholder engagement. This is a common issue withcollaboration, which requires increasing the opportunities for engagement (Prokopy et al., 2012). Keystakeholders explained that an increased workload and time limitations were the main reasons forwaning participation. To address this issue, program assimilation into already existing social networksprovides a means for maintaining key stakeholder involvement (Layman et al., 2013). Schedulecompatibility of large groups creates obstacles for attending program specific engagements.Attending key stakeholder workshops, meetings, and other events brings the program to targetaudience. This approach maintains engagement with key stakeholders while raising awareness withintheir stakeholder group (Fratanduono et al., 2013; Layman et al., 2013).Framework and ImplicationsA partnership's ability to integrate and manage multiple stakeholder objectives and expectations bylinking directly to the target publics contributes to program success (Fratanduono et al., 2013;Guion, 2010; Kelsey & Mariger, 2003; Lachapelle et al., 2010; Layman et al., 2013; Munoz-Ericksonet al., 2010; Prokopy et al., 2009; Wondolleck & Yaffee, 2000). As partnership networks continue togrow, determining program functionality and expectations of each stakeholder becomes morecomplex. Using a practical strategy for determining stakeholder expectations is extremely importantfor gaining a holistic view of the program.Focusing on an inclusive strategy built upon collaborative stakeholder involvement provides aframework for effective program accountability and monitoring that is important to manage the largeinformation demand collaborative programs require (Prokopy et al., 2009). North CarolinaCooperative Extension developed this framework to increase program commitment and credibilitywhile providing a replicable model for program institutionalization.ReferencesFratanduono, M., Steelman, T., & Petersen, M. (2013). Barriers to utilization of municipal biomassresidues for bioenergy.  Journal of Extension  [On-line], 51(2) Article 2FEA10 Available at:http:www.joe.org/joe/2013april/a10.phpGuion, L. (2010). A 10-step process for environmental scanning.  Journal of Extension  [On-line],48(4) Article 4IAW2. Available at: http://www.joe.org/joe/2010august/iw2.phpKelsey, K., & Mariger, S. (2003). A survey-based model for collecting stakeholder input at a land-grant university. Journal of Extension  [On-line], 41(5) Article 5FEA3 Available at:http:www.joe.org/joe/2003october/a3.phpIdeas at Work A Framework for Integrating and Managing Expectations of Multiple Stakeholder Groups in a Collaborative Partnership JOE 52(3)©2014 Extension Journal Inc. 4Lachapelle, P., Austin, E., & Clark, D. (2010). Community strategic visioning as a method to defineand address poverty: An analysis from select rural Montana communities.  Journal of Extension  [On-line], 48(1) Article 1FEA1. Available at: http://www.joe.org/joe/2010february/a1.phpLayman, C., Doll, J., & Peter, C. (2013). Using stakeholder needs assessments and deliberativedialogue to inform climate change outreach efforts.  Journal of Extension  [On-line], 51(3) Article3FEA3. Available at: http://www.joe.org/joe/2013june/a3.php Muñoz-Erickson, T. A., Aguilar-González, B., Loeser, M. R. R., & Sisk, T. D. (2010). A framework toevaluate ecological and social outcomes of collaborative management: lessons from implementationwith a northern Arizona collaborative group.  Environmental Management, 45:132–144. doi:10.1007/s00267-009-9400-y.Prokopy, L. S., Genskow, K., Asher, J., Baumgart-Getz, A., Bonnell, J. E., Broussard, S., … Wood, D.(2009). Designing a regional system of social indicators to evaluate nonpoint source waterprojects. Journal of Extension  [On-line], 47(2) Article 2FEA1. Available at:http://www.joe.org/joe/2009april/a1.phpProkopy, L. S., Aldrich, D., Ayres, J., Amberg, S. M., Molloy, A., Saylor, A., & Thompson, A. (2012).Context matters: The importance of local culture in community participation.  Journal of Extension[On-line], 50(2), Article 2FEA2. Available at: http://www.joe.org/joe/2012april/a2.phpWondolleck, J. M., & Yaffee, S. L. (2000). Making collaboration work: Lessons from innovation innatural resource management . Washington, DC: Island Press.Copyright © by Extension Journal, Inc.  ISSN 1077-5315. Articles appearing in the Journal become theproperty of the Journal. Single copies of articles may be reproduced in electronic or print form for usein educational or training activities. Inclusion of articles in other publications, electronic sources, orsystematic large-scale distribution may be done only with prior electronic or written permission of theJournal Editorial Office , joe-ed@joe.org.If you have difficulties viewing or printing this page, please contact JOE Technical SupportIdeas at Work A Framework for Integrating and Managing Expectations of Multiple Stakeholder Groups in a Collaborative Partnership JOE 52(3)©2014 Extension Journal Inc. 5

A Framework for Integrating and Managing Expectations of Multiple Stakeholder Groups in a Collaborative Partnership

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A Framework for Integrating and Managing Expectations of Multiple Stakeholder Groups in a Collaborative Partnership

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