Collaborative Environmental Management: What Roles for
Government? T. M. Koontz, T. A. Steelman, J. Carmin, K. S.
Korfmacher, C. Moseley, and C. W. Thomas. 2004. RFF Press, Washington, DC.
200 pp. $50 cloth, $23.95 paperback.
The concepts and practices surrounding institutionalized public
participation in the United States have evolved over the past six decades,
resulting in increased attention toward collaboration. Koontz et al. open
their book with a thorough, but succinct, review of this evolution,
providing excellent context for this book's focus on the role that
government plays in collaborative natural resource management. Following
the introductory chapter, the authors document six case studies organized
around government roles as follower, encourager, and leader in
collaborative activities. This is an effective organizing principle that
provides the reader with valuable insight into the direct and indirect
roles that government plays in any environmental management effort. The
case studies are geographically diverse and cover both land and water
management projects. The cases highlighting government as follower and as
leader document details of specific collaborative processes, while the two
cases featuring government as an encourager place more emphasis on how to
establish a collaborative process. The case studies include efforts that
were largely successful, as well as those that did not achieve their
goals. A summary chapter provides a solid overview, with helpful tables
documenting the governmental roles of actor and institution in the case
studies. The final chapter offers a thoughtful discussion about what role
government might play in collaborative efforts in light of the findings
from the research presented. The authors describe the limitations of the
present work and provide ample ideas for future research to better
understand the dynamics inherent in collaboration. They also provide
citations to allow the reader to review research that is critical of the
collaborative approach.