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Stakeholder Participation (stakeholder + participation)
Selected AbstractsCreating a Shared Formulary in 7 Critical Access HospitalsTHE JOURNAL OF RURAL HEALTH, Issue 3 2010Douglas S. Wakefield PhD Abstract Purpose: This paper reports a case study of 7 Critical Access Hospitals' (CAH) and 1 rural referral hospital's successful collaboration to develop a shared formulary. Methods: Study methods included document reviews, interviews with key informants, and use of descriptive statistics. Findings: Through a systematic review and decision process, CAH formularies ranging in size from 667 to 1,351 items were compared, rationalized, and consolidated resulting in an 803-item shared formulary. While the individual CAHs were generally expected to list and stock the same 803 items in the shared formulary's pharmacy information system, they could individually determine the amount to be stocked for each item, as well as stock additional items not included on the shared formulary to reflect local provider preferences and services provided. Final stocked formulary items ranged from 592 to 786 items among the 7 CAHs. Major challenges and lessons learned in the course of developing a shared formulary related to: Meeting Logistics, Facilitator to Manage the Process, Organizing the Review Process, Management Support, Stakeholder Participation, Working Collaboratively, Decision-Making Process, Clarity of Charge, Meeting the Needs of Unique Services, Communicating with Providers, and Adjusting to a Shared Formulary. Conclusions: Collaborating in the development of a shared formulary allows for a greater range of decision-making expertise, shared workload, and an improved formulary. An organized and well-managed group decision-making process is essential to a successful collaboration. [source] Achieving Integrative, Collaborative Ecosystem ManagementCONSERVATION BIOLOGY, Issue 5 2006HEATHER L. KEOUGH beneficios sociales y ecológicos; gestión; participación pública; toma de decisiones cooperativa Abstract:,Although numerous principles have been identified as being important for successfully integrating social and ecological factors in collaborative management, few authors have illustrated how these principles are used and why they are effective. On the basis of a review of the ecosystem management and collaboration literature, we identified eight factors important for integrative, collaborative ecosystem management,integrated and balanced goals, inclusive public involvement, stakeholder influence, consensus group approach, collaborative stewardship, monitoring and adaptive management, multidisciplinary data, and economic incentives. We examined four cases of successful ecosystem management to illustrate how the factors were incorporated and discuss the role they played in each case's success. The cases illustrate that balancing social and ecosystem sustainability goals is possible. Collaborative efforts resulted in part from factors aimed at making plans economically feasible and from meaningful stakeholder participation in ongoing management. It also required participation in monitoring programs to ensure stakeholder interests were protected and management efforts were focused on agreed-upon goals. Data collection efforts were not all-inclusive and systematic; rather, they addressed the ecological, economic, and social aspects of key issues as they emerged over time. Economic considerations appear to be broader than simply providing economic incentives; stakeholders seem willing to trade some economic value for recreational or environmental benefits. The cases demonstrate that it is not idealistic to believe integrative, collaborative ecosystem management is possible in field applications. Resumen:,Aunque numerosos principios han sido identificados como importantes para la integración exitosa de factores sociales y ecológicos en la gestión cooperativa, pocos autores han ilustrado como son utilizados estos principios y porque son efectivos. Con base en una revisión de la literatura sobre gestión de ecosistemas y colaboración, identificamos cinco factores,metas integradas y balanceadas, inclusive participación pública, influencia de grupos de interés, estrategia de consenso en el grupo, gestión cooperativa, gestión adaptativa y monitoreo, datos multidisciplinarios e incentivos económicos,que son importantes para la gestión integradora y cooperativa de ecosistemas. Examinamos cuatro casos de gestión exitosa de ecosistemas para ilustrar como fueron incorporados los factores y discutimos el papel que jugaron en el éxito de cada caso. Los casos ilustran que el balance de metas de sustentabilidad social y ecológica es posible. En parte, los esfuerzos cooperativos resultaron de factores orientados a hacer que los planes fueran económicamente viables y de la participación significativa de grupos de interés en la gestión en curso. También se requirió la participación en programas de monitoreo para asegurar que los intereses de los grupos fueran protegidos y los esfuerzos de gestión se enfocaran en las metas acordadas. No todos los esfuerzos de recolecta de datos fueron incluyentes y sistemáticos, más bien, eran dirigidos a los aspectos ecológicos, económicos y sociales de temas clave a medida que emergían. Las consideraciones económicas parecen ser más amplias que simplemente proporcionar incentivos económicos, los grupos de interés parecen dispuestos a cambiar algo de valor económico por beneficios recreativos o ambientales. Los casos demuestran que no es idealista pensar que es posible aplicar la gestión integradora y cooperativa de ecosistemas en el campo. [source] Framing participation with multicriterion evaluations to support the management of complex environmental issuesENVIRONMENTAL POLICY AND GOVERNANCE, Issue 2 2010Katrine Soma Abstract A repeated statement observed in the literature is that stakeholder participation can contribute to improve complex environmental management decisions. However, transparent and legitimate decision-making processes cannot be ensured without suitable involvement strategies and information treatments throughout the processes. The main goal in this study is to frame participatory processes with multicriterion evaluations to increase transparency of the decision support. The developed approach applies clearly defined roles of interest groups, experts and citizens, as well as alternatives presented on maps, criteria arranged in a hierarchy of decision elements and weights obtained by conducting deliberative processes with citizens. The approach is applied in a case study at municipal level in Norway to support coastal zone management decisions. Relevant interests and social values are systematically represented by the multicriterion evaluation framework utilized in the approach presented. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment. [source] Governing long-term social,ecological change: what can the adaptive management and transition management approaches learn from each other?ENVIRONMENTAL POLICY AND GOVERNANCE, Issue 1 2009Timothy J. Foxon Abstract Maintaining social welfare and opportunity in the face of severe ecological pressures requires frameworks for managing and governing long-term social,ecological change. In this paper we analyse two recent frameworks, adaptive management and transition management, outlining what they could learn from each other. Though usually applied in different domains, the two conceptual frameworks aim to integrate bottom-up and top-down approaches, and share a focus on the ability of systems to learn and develop adaptive capacity whilst facing external shocks and long-term pressures. Both also emphasize learning from experimentation in complex systems, but transition management focuses more on the ability to steer long-term changes in system functions, whilst adaptive management emphasizes the maintenance of system functions in the face of external change. The combination of iterative learning and stakeholder participation from adaptive management has the potential to incorporate vital feedbacks into transition management, which in turn offers a longer-term perspective from which to learn about and manage socio-technical and social,ecological change. It is argued that by combining insights from both frameworks it may be possible to foster more robust and resilient governance of social,ecological systems than could be achieved by either approach alone. The paper concludes by critically reflecting upon the challenges and benefits of combining elements of each approach, as has been attempted in the methodology of a research project investigating social,ecological change in UK uplands. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [source] The Slovak national SD strategy process: a mix of achievements and shortcomingsENVIRONMENTAL POLICY AND GOVERNANCE, Issue 6 2007Michal Sedla Abstract National strategies for sustainable development are gaining increasing recognition as an instrument to reconcile needs of development and environmental protection by improving policy-making procedures. The paper assesses the Slovak sustainable development strategy in the context of two key documents, the National Strategy for Sustainable Development of the Slovak Republic (MESR, 2001a) and the Action Plan for Sustainable Development of the Slovak Republic for 2005,2010 (OGSR, 2005). Focus is mainly placed on horizontal policy integration, but institutional arrangements and mechanisms for implementation, monitoring and review, stakeholder participation and vertical integration are also assessed. Based on the results of a series of interviews with ministerial planners and utilizing the example of the Working Group for Environmental Education, the paper identifies barriers to horizontal policy integration. The main conclusion is that improvement of mechanisms for horizontal policy integration is offset by recession in other areas, including public participation. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source] Public and stakeholder participation in European water policy: a critical review of project evaluation processesENVIRONMENTAL POLICY AND GOVERNANCE, Issue 1 2006Nuno Videira Abstract The recent reform of the European water policy recognizes the importance of developing effective mechanisms to support public and stakeholder participation in river basin decision-making processes. This paper critically reviews the evaluation processes of different types of water related project in five European countries (Portugal, Greece, The Netherlands, the United Kingdom and Spain), with respect to participatory criteria. The horizontal comparison of these cases accounted for criteria such as the political and institutional context, the design, the implementation and the evaluation of the outcomes of participation. The results indicated that, in the majority of the case studies, participation was simply adopted to conform to the requisites of the Environmental Impact Assessment Directive. Thus, there was truly no room for the active involvement and collaboration of the interested parties. The development of guidelines, drawing from the analysis of past experiences, is expected to support the implementation of the participatory objectives of the EU water policy. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] A socio-cognitive interpretation of the potential effects of downsizing on software quality performanceINFORMATION SYSTEMS JOURNAL, Issue 3 2010Paul J. Ambrose Abstract Organizational downsizing research indicates that downsizing does not always realize its strategic intent and may, in fact, have a detrimental impact on organizational performance. In this paper, we extend the notion that downsizing negatively impacts performance and argue that organizational downsizing can potentially be detrimental to software quality performance. Using social cognitive theory (SCT), we primarily interpret the negative impacts of downsizing on software quality performance by arguing that downsizing results in a realignment of social networks (environmental factors), thereby affecting the self-efficacy and outcome expectations of a software professional (personal factors), which, in turn, affect software quality performance (outcome of behaviour undertaken). We synthesize relevant literature from the software quality, SCT and downsizing research streams and develop a conceptual model. Two major impacts of downsizing are hypothesized in the conceptual model. First, downsizing destroys formal and informal social networks in organizations, which, in turn, negatively impacts software developers' self-efficacy and outcome expectations through their antecedents, with consequent negative impacts on software development process efficiency and software product quality, the two major components of software quality performance. Second, downsizing negatively affects antecedents of software development process efficiency, namely top management leadership, management infrastructure sophistication, process management efficacy and stakeholder participation with consequent negative impacts on software quality performance. This theoretically grounded discourse can help demonstrate how organizational downsizing can potentially impact software quality performance through key intervening constructs. We also discuss how downsizing and other intervening constructs can be managed to mitigate the negative impacts of downsizing on software quality performance. [source] Integrating local and scientific knowledge for adaptation to land degradation: Kalahari rangeland management optionsLAND DEGRADATION AND DEVELOPMENT, Issue 3 2007M. S. Reed Abstract Despite numerous assessments of the sensitivity and resilience of drylands to degradation, there has been little research into the way affected communities innovate and adapt in response to land degradation. This paper shows how local and scientific knowledge can be combined to identify rangeland management strategies to reduce or adapt to land degradation. To achieve this, we have developed and applied a four-stage social learning approach based on stakeholder participation in three degradation ,hotspots' in communal rangelands of the Kalahari, Botswana. This approach aims to collate, evaluate and apply both scientific and local knowledge on rangeland degradation and management options. First, current practice and possible management options were identified from the literature. Second, a series of semi-structured interviews with rangeland users identified local knowledge of strategies to reduce and adapt to land degradation. Third, these options were discussed and evaluated with rangeland stakeholders in focus groups held across each study region. Finally, the outputs from these focus groups were used to produce rangeland assessment guides for each region that provided management options agreed to be locally relevant by both researchers and local stakeholders. The study found that the majority of strategies reported in the literature were not suitable for use by pastoralists in the Kalahari. However, many of the strategies suggested by stakeholders could only be applied effectively under common property regimes, giving impetus to the growing literature encouraging institutional reform to strengthen common property management regimes. The research stimulated a social learning process that combined knowledge from local stakeholders (both pastoralists and extension workers) with the scientific knowledge of researchers to provide a range of management options that could help land managers reduce or adapt to land degradation. By combining participatory research with insights from scientific literature in this way, more relevant results were provided than either approach could have achieved alone. Copyright © 2007 John Wiley & Sons, Ltd. [source] A typology of stakeholder participation for company environmental decision-makingBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2003Abigail Oxley Green Companies now recognise the need to identify and address the concerns of their stakeholders to ensure their decisions and business activities are more socially acceptable. However, despite stakeholder participation being widely accepted in the public sector and used to a limited extent within some business management processes, there is no accepted understanding of what stakeholder participation actually constitutes and certainly no systematic method for its application within companies and company decision-making. In order to support the development of such a method, stakeholder participation must first be defined in the ,company' context. Drawing from previous typologies of participation outlined in the literature, particularly relating to the public sector, this paper proposes a typology of stakeholder participation for companies, with particular relevance to environmental issues. It also outlines the needs and problems associated with developing a method of stakeholder participation for use in company decision-making. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment. [source] Globalizing Ethics: Social Technologies of Private Regulation and the South African Wine IndustryJOURNAL OF AGRARIAN CHANGE, Issue 3 2002Andries Du Toit This paper discusses of some key issues arising from South African experience of the UK-based Ethical Trading Initiative's (ETI) pilot project in the monitoring of compliance codes of conduct for product sourcing. The paper argues that the experience of ,local stakeholder participation' in the ETI's pilot project in the South African wine industry raises serious questions about the appropriateness and efficacy of ,ethical sourcing' as a vehicle for creative global,local engagement. It explores key elements of the globalizing ,technologies of ethics' deployed by projects like the ETI, and argues that these may simply normalize and regularize power relations in trade between North and South. These limitations are particularly serious in light of the course of labour market restructuring in South Africa, which has reshaped agricultural employment in ways that limit the ability of employment standards to address real difficulties faced by agricultural workers. This does not render ,ethical sourcing' irrelevant, nor does it mean that it can be read as simply securing retailer interests. It does mean, however, that a key question facing ,Southern' organizations and their allies is how to increase the scope for engagement and contestation around the implementation of such initiatives. [source] How Legitimate is the Open Method of Co-ordination?,JCMS: JOURNAL OF COMMON MARKET STUDIES, Issue 4 2008MILENA BÜCHS This article argues that the OMC's legitimacy can be improved only by strengthening parliamentary channels of input-legitimacy since output-legitimacy alone is inappropriate and cannot be achieved without input-legitimacy. In addition, concepts and practices of direct ,stakeholder' participation currently applied within the OMC are insufficient in strengthening input-legitimacy. [source] | ||||||||||