United States

Department of

Agriculture

Forest Service

Pacific Northwest

Research Station

General Technical

Report

PNW-GTR-565

October 2002

Measures of Progress for

Collaboration: Case Study of

the Applegate Partnership

Su Rolle
Su Rolle is a consultant, Ashland, OR.

The research for this paper was partially funded by the USDA Forest Service, Pacific

Northwest Research Station.

Author
Rolle, Su. 2002. Measures of progress for collaboration: case study of the Applegate

Partnership. Gen. Tech. Rep. PNW-GTR-565. Portland, OR: U.S. Department of

Agriculture, Forest Service, Pacific Northwest Research Station. 13 p.

Using the Applegate Partnership as a case study, this paper proposes a number of

ways to measure the success of collaborative groups. These measures allow for providing evaluation and feedback, engaging needed participants, and responding to groups

critical of the collaborative process. Arguing for the concept of progress in place of

success, this paper points out that success is relative and should not be measured in

absolute terms; tracking progress gives the sense of movement toward a goal or desired

situation.

Keywords: Natural resources, collaboration, monitoring for success, progress, partnerships.

Abstract
This page has been left blank intentionally.

Document continues on next page.
1

This paper was adapted from a presentation I gave in Bellingham, Washington, at the

eigth international symposium on society and resource management on June 19, 2000.

Collaborative efforts are creating new approaches for addressing social and natural

resource conflicts. Decades of struggle have been followed by nearly a decade of

peacemaking attempts by groups such as the Applegate Partnership. To what extent

have these groups been successful at resolving issues? Has there been progress?

What measures can we use to evaluate such efforts?

The purpose of this discussion is to offer measures of progress for collaboration.

Identification of measures is important in order for a group to clarify goals and strategic

actions, use periodic benchmarks to assess effectiveness, and increase accountability

and credibility. Suggested measures described herein have been developed over years

of working with various collaborative efforts, especially the Applegate Partnership. The

Applegate Partnership is used as a case study to apply these measures.

Factors needed for collaboration have been well documented (Bergstrom et al. 1996,

Borrini-Feyerabend 2000, Mattessich et al. 2001, Shannon et al. 1996, Whaley 1993,

Winer and Ray 1994). These factors are valuable to groups in the initial stages of

collaboration. Once established, a collaborative group needs to reflect so as to evaluate

if progress is being made. And although some of the factors needed in the beginning of

an effort could, in fact, be used in monitoring progress, additional measures also are

needed.

It has been argued that the term success should not be applied to collaborative efforts.

Success is set up against failure; the concept is too “black and white.” Collaboration

often moves through a series of successes and failures. Progress is a preferred term,

and the measures are better framed in reference to movement from one situation toward

the desired situation (Daniels 2000).

People need to measure change. Individuals, groups, and organizations involved in

collaborative efforts need to see progress; they need to see that something is being

accomplished and that their efforts are worthwhile. Measures can identify what is

working, what is not working, and focus efforts in areas of needed change. Additionally,

there is the need to show results to the skeptics of such efforts. Measures can give

credibility and accountability to the collaboration.

Measures of progress for collaboration include the ability of a collaborative group to:

· Meet its mission and achieve outcomes.

· Be sustained.

· Understand the community.

· Be inclusive and diverse, reflect the community.

· Create a forum for diverse ideas and shared learning.

· Increase community capacity.

· Increase cooperation across organizational, administrative, and jurisdictional

boundaries.

· Stimulate innovation, new ways of doing business.

· Facilitate changes in policy, laws, and programs.

Introduction

Measures of

Progress
2

A brief description of the setting may be helpful before applying these measures to the

Applegate Partnership. The Applegate Watershed, located in the Siskiyou Mountains of

southwestern Oregon, is approximately 500,000 acres with about 12,000 residents.

Nearly two-thirds of the residents live adjacent to Grants Pass, and the remaining live in

unincorporated towns and rural areas similar to other rural timber-dependent communities in transition. There is a larger constituency of environmental activists with a longer

history than in most rural areas in the Northwest; many local and regional groups

originating over 25 years ago are still active today. Seventy percent of the watershed is

federally managed by the USDA Forest Service and USDI Bureau of Land Management; the remaining 30 percent is primarily in private ownership.

Accelerated clearcutting and road building following World War II impacted the land and

public attitudes. By the early 1990s, the lawsuits and subsequent injunctions due to the

listing of the northern spotted owl had virtually shut down logging on federal lands in

southern Oregon. Increased fire hazard had become, and continues to be, a great

concern to most residents. Until the mid-1990s, the two agencies managing lands in the

watershed were highly autonomous. Coordination occurring among local and federal

agencies and residents was legally sufficient but lacked optimal cooperation.

The Applegate Partnership was formed in October 1992 with the vision (or mission) that

still serves today:

The Applegate Partnership is a community-based project involving

industry, conservation groups, natural resource agencies, and residents cooperating to encourage and facilitate the use of natural resource principles that promote ecosystem health and diversity. Through

community involvement and education, this partnership supports

management of all land within the watershed in a manner that sustains

natural resources and that will, in turn, contribute to economic and

community well-being within the Applegate Valley (Applegate Partnership 1993).

The Applegate Partnership embraced strong and common values held by many residents, local environmentalists, industry, and agency personnel. The vision and goals

addressed critical issues of land management (Applegate Partnership 1993). The early

years were highly challenging in terms of resolving conflicts, developing trust, creating a

“level playing field,” making decisions, agreeing on specifics (objectives and projects),

and maintaining diversity of participants. Several authors have described many of the

processes, complexities, and specific paradoxes of the formative years of the Applegate

Partnership (KenCairn 1996, Lange 1997, Sturtevant and Lange 1995).

It was also an exciting, exhilarating period. Participants knew they were breaking new

ground; there was no template for bringing together the diverse individuals, groups, and

organizations involved. As relationships developed between former adversaries, there

was an emerging sense of hope. Participants began to see benefits of networking to

address problems beyond those of the Applegate Watershed.

The Applegate Partnership continues to be an influential collaboration today. But critics

from within and outside of the partnership can still be heard saying, “Nothing has

happened!” Using measures of progress can lead to more productive critique.

For any group to evaluate its effectiveness, an obvious check is, “How well does it meet

its own mission? Did it achieve the desired outcomes?” Or in terms of progress, has

there been appreciable movement toward meeting the desired results?

Applying Progress

Measures to the

Applegate Partnership

Background

Meet Its Mission and

Achieve Outcomes
3

The Applegate Partnership has achieved significant changes in conditions in the

Applegate Watershed. Goals outlined in the Applegate Partnership vision and brochure

(Applegate Partnership 1993) have either been met or appreciable progress toward

these goals can be tracked. For instance, the increased cooperation between industry,

conservation groups, agencies, and residents is significant. In less than a decade,

relations have improved from a state of extreme polarity to one of respect and cautious

hope. The cooperation is described more fully as a separate measure below.

The Applegate Partnership has achieved a community-based project. The Applegator

newspaper was created by the partnership and is distributed free to all residents and

landowners in the Applegate Watershed. For the first several years, the newspaper

featured articles on such topics as streams, fish, fire danger, local businesses, and

neighborhoods along with a map of the entire watershed depicting some aspect of the

area. This repeated map feature was effective in helping people to identify with the area.

People began to have a “watershed identity” and understand that “this is our home and

we’re all in it together.”

Although difficult to measure, ecosystem health and diversity have significantly improved. There has been a profound shift from clearcutting to selective cutting on all

federal agency lands in the Applegate Watershed, and the shift was accelerated by the

partnership’s involvement. The encouragement to focus primarily on what should be left

in the forest rather than what could be taken resulted from numerous field trips with

residents. There has been a dramatic change in the average diameter of trees cut—

from the larger (greater than 22 inches in diameter at breast height) to smaller trees

(often 8 to 12 inches in diameter at breast height) (see fig. 1). For example, from

thinning data gathered in the Applegate Adaptive Management Area on trees cut since

Figure 1—Thinning smaller diameter trees leaves older and larger trees in the forest than in years past.

Photo by Steve Armitage
4

1995, 84 percent were 8 to16 inches diameter, 11 percent were 18 to 22 inches, and

less than 5 percent were greater than 22 inches in diameter (Armitage 2002).

Project timber sales were replaced by integrated watershed analysis and landscapelevel plans identifying all needed projects across the watershed. Integrated planning

was done on both private and federal lands. (This landscape-level planning preceded

the Northwest Forest Plan and direction for watershed analysis). And the processes of

planning by federal agencies were made much more accessible and responsive to the

public. Although many of these changes may have occurred without the Applegate

Partnership, the collaboration greatly accelerated the changes.

The “crown jewel” and working arm of the Applegate Partnership is the Applegate River

Watershed Council. The council is a subcommittee of the Applegate Partnership that

focuses on improving watershed conditions. It has achieved far-reaching success in the

community with concrete results such as tree planting, riparian fencing, removal of fish

barriers, ditches, etc. (see fig. 2). The council has completed extensive watershed

analyses and complex planning across private lands in cooperation with local and

federal agencies. Council staff approach residents (as potential partners in watershed

restoration) with a high level of sensitivity, respecting the landowners’ rights, and

seeking common values.

The Applegate River Watershed Council also has taken on functions historically completed by other government entities such as developing plans and suggesting regulations

for gravel extraction along creeks and rivers (see fig. 3).1 The council has consistently

facilitated cooperation across various jurisdictions to restore and monitor lands and

streams. This has been done by vigorous, consistent contacts with all the principle

agencies and through interagency meetings hosted by the council. The council’s work

has resulted in miles of improved habitat along the river and tributary creeks since 1992.

Education and outreach is an important goal of the Applegate Partnership. The changes

in the last 8 years in public knowledge have been profound. The partnership and

agencies have sponsored numerous workshops, field trips, and open forums that are

well attended. The Applegator newspaper continues to serve as an important source of

information. The Applegate Partnership has inspired many individuals and groups to

become involved in project planning. All local, state, and federal agencies have seen a

significant increase in community interest and participation in the Applegate Watershed

since 1992 directly as a result of the partnership’s outreach efforts.

It is imperative that the collaborative effort be sustained in order to accomplish its goals.

A structured collaborative group could be seen as the necessary embryonic stage

before needed systems changes can be implemented (Hogue 2000). If the ultimate goal

is long-term system changes, then persistence of the structured collaborative effort may

not necessarily be an appropriate measure. Ideally, a collaborative group will identify

specific outcomes, policies, and laws needed to accomplish the vision. Recognizing that

there will always be a need for people to collaborate—to work together and share

ideas—it seems possible that collaboration could, in fact, be built into how we “do

business.” For some groups, once the mission is accomplished, the group is no longer

needed and could be “sun-downed” with appropriate celebration.

Be Sustained

1 The council received an award from the State of Oregon

Department of Geology for progressive work and proposed

regulations that can be applied throughout the state.
5

Figure 2—Applegate Watershed Council crews work to install a “fish-friendly”

intake pipe for irrigation on private land. Photo by Jan Perttu

Figure 3—Past sand and gravel extraction has degraded fisheries in many locations. Industry,

environmentalists, and affected residents worked with the Applegate Watershed Council to develop

regulations designed to protect and create habitat for fish. Photo by Jan Perttu
6

Since 1992, the Applegate Partnership has been sustained—a remarkable accomplishment given that most of those years the group met a minimum of once a week. It often

takes a champion, one individual committed to making something work (Whaley 1993).

In the case of the Applegate Partnership, many energetic visionaries—Jack Shipley

being the most active—have been critical to its sustenance. The partnership discussed

a “sun-down” provision at its inception. No official date was set, but it was agreed that if

the group deemed it were no longer necessary or no longer effective, then it would

disband.

Successful collaborative efforts will result in the group having a better understanding of

the community—the people, cultures, values, and habits. Depending on the scope of

the effort, this also can mean understanding neighborhoods as well as the formal and

informal networks. Community understanding can contribute to a more strategic vision

and in more effective solutions that are supported.

Although the partnership was focused on natural resources from the beginning, there

was great appreciation of the importance of understanding the community. The group

initiated a community assessment before launching the many ecological assessments

(Preister 1994). The assessment has been useful for the partnership, serving to focus

the group on key sectors, values, problem areas, and neighborhoods. Also, there has

been an increase in understanding the community through educational forums, fairs,

and diverse articles in the Applegator (see fig. 4). The newspaper prints various

viewpoints. Feature articles are as varied as “Way Back When” (history), “Behind the

Green Door” (environmental perspective), “Timberline” (timber industry), and opinion

pieces.

Most collaborative efforts have found that the “right mix” of people and groups is

essential to make progress. This may involve interest groups, end users (people

affected by decisions or changes), and anyone who could later block a decision.

Understand the

Community

Be Inclusive and

Diverse, Reflect the

Community

Figure 4—A committee works to review the Applegator, a newspaper published by the Applegate

Partnership and mailed to all households in the watershed. Photo by Jan Perttu
7

Sectors of the community also must be reflected in the mix of collaborators for a better

understanding of problems and issues, creativity in the solutions, and long-term

commitment to decisions. This measure is closely intertwined with the previous

measure, “Understand the Community.”

The Applegate Partnership strives to be as open and inclusive as possible. Strong

efforts to widely advertise meetings, and holding meetings in central areas in both

indoor and field settings are examples of attempts to attract a diverse group. For the

first several years, the partnership benefited from participation of many sectors. Over

time, however, several key board members have moved, leaving leadership gaps.

Participants have made special outreach efforts to underrepresented sectors such as

ranchers, small timber operators, national environmental groups, scientists, and academicians.

Strong facilitation created a climate for inclusiveness and enabled expression of diverse

viewpoints in the first several years. This was a significant factor in the viability of the

partnership and valuable as the skilled facilitators offered their services for free. Two

key facilitators slowly withdrew over time, as participants seemed to increase in their

ability to facilitate themselves. However, the lack of effective consistent facilitation has

resulted in less participation by members of timber and agency communities.

A particular challenge to the partnership has been the inclusion of individuals and

groups holding strong “no-management” values. The dilemma is that although this

“hands-off” value is held by a small percentage of residents, it is not aligned with the

vision and goals of the Applegate Partnership. Much time and energy has been devoted

to listening, trying to understand, and seeking common ground. Clearly, there has been

an increase in understanding from the years of interaction but little resolution. More

formal mediation may be useful during critical meetings.

It also has been argued that, in order to have productive meetings, participants need to

“buy in” to the basic mission of the group. Other venues for discussion outside of

meetings could be created to allow airing of values and ideas not consistent with the

group’s mission.

Although diverse individuals and groups can be brought together, it is challenging to

create a forum in which diverse ideas are expressed respectfully, trust is developed,

and shared learning occurs. Learning can result from either success or failure, from

things that work as expected or things that do not work (Stankey and Shindler 1996).

The Applegate Partnership has created an open educational forum. One person recently said, “I’ve learned more from these partnership meetings than I ever could have

from a library.” By encouraging field trips, slide shows, presentations, and open dialogue, participants have been exposed to a significant amount of social and scientific

information (see fig. 5). The opportunity to engage scientists and others working in

communities, agencies, and research organizations has provided a rich mixing of

knowledge. As mentioned, the Applegator also serves as a neutral forum for sharing

information, local history, and diverse ideas.

The knowledge and understanding gained by agency personnel from local residents

merits attention. The traditional pride of professionalism has, in many cases, been

balanced with a genuine respect and appreciation for local knowledge. There has been

a change in how local managers see the community and the land, and especially how

they describe what is desired for the future. An increase in willingness to take risks

among many agency personnel is a profound shift from tradition. One participant

Create a Forum for

Diverse Ideas and

Shared Learning
8

described the overall changes she perceived among many agency personnel by

saying, “They’ve become much more humble and open to ideas. I see lots more

communication than before the partnership.” Changed attitudes are reflected in many

planning documents and projects.

Community capacity could be defined as the ability of a community to be resilient to the

inevitable changes that may occur, e.g., economic, ecological, and social crises, by

taking actions to survive and thrive. For instance, following a mill closure, some communities have atrophied, taken a passive approach hoping for assistance. Others were

proactive; they organized to adapt to the changes and created new opportunities.

If a collaborative effort results in the community being mobilized to tackle important

issues and take action, then the effort could be deemed successful. Snow has offered

the term, community conservation, for the emerging natural resource collaborative

efforts and suggests three implications (Snow 1996):

· Deep involvement of local community in conservation and care of nearby natural

resources, for the benefit of people and nature together.

· Conservation of the community itself—of attitudes, processes, duties, responsibilities, and relations needed to form and maintain healthy relations.

· Sense of community that is broader than local (national and international).

Effective collaborative groups result in an increase in leadership, facilitation, and

communication skills among participants. Additionally, there are increases in links

among individuals, groups, and organizations as a result of effective collaboration. This

sense of connectedness results in new patterns of communication—both in formal and

in informal networks (Bergstrom et al. 1996). This, in turn, increases a community’s

Figure 5—An increase in communication between residents and agency personnel has created a

better understanding of ecosystem principles by residents and of indigenous knowledge, history,

and values by the scientists and managers. Photo by Tom Sensenig

Increase Community

Capacity
9

capacity to address and solve other problems. Effective collaboration results in creativity

and innovation.

The Applegate Partnership has “inspired and empowered community members and

organizations to take action and address emerging social, natural resource, and

economic issues” (Sturtevant 1998: 52). There has been a proliferation of community

forums for civic action regarding local economic development and reinvestment, land

use zoning, watershed restoration, and stewardship of public resources and facilities.

Some of these have their origins in partnership meetings or task groups. Individuals

involved in the partnership formed many other groups by networking with other interested residents.

If progress can be made in increasing the cooperation across organizational, administrative, and jurisdictional boundaries, the potential for a collaborative group to achieve its

goals is greatly enhanced (Shannon et al. 1996). In fact, the effects of increased

cooperation across these sectors will likely have benefits beyond the focus of individual

collaborative groups.

There are many examples of increased cooperation and subsequent results since the

inception of the Applegate Partnership. For instance, one of the first things the group

requested from the agencies was a good geographic information system (GIS) map of

the entire watershed (see fig. 6). It became obvious in 1992 that this kind of information

was held by individual agencies but not shared across agencies. The subsequent

merging of multiple GIS databases from federal, state, county, and private lands has

Increase Cooperation

Across

Organizational,

Administrative, and

Jurisdictional

Boundaries

Figure 6—Developing the extensive geographical information system database for the Applegate

Watershed was an example of outstanding collaboration between multiple agencies, institutions, and

private individuals and companies.

Applegate Watershed
10

resulted in a comprehensive GIS for the 1⁄2-million acre area. It is shared as a common

database through publicly accessible computer centers in the Applegate Watershed.

The Applegate River Watershed Council and other private landowners have greatly

benefited from this cooperation in planning and enhancing their ability to secure grants

and implement projects.

The Applegate Partnership also has accelerated day-to-day cooperation and sharing of

resources across various administrative units responsible for lands in the Applegate

Watershed. There has been a significant increase in the cooperation among Bureau of

Land Management, Forest Service, U.S. Fish and Wildlife, U.S. National Marine Fisheries, and other federal, state, and local agencies. Some increase would have occurred

anyway as a result of the planning and policy changes in the Northwest. Bur participants agree that much interaction is the direct result of the Applegate Partnership and

the Applegate River Watershed Council’s facilitation and challenging proposals. The

current work of the council to test a project merging the Clean Water Act and the

Endangered Species Act brings together over 10 local and federal agencies.

Another measure of progress for collaborative efforts is the innovation in ways individuals, organizations, and agencies do business. This is often the precursor to changes in

policies, programs, or laws. Innovative changes can be informal, such as networking, or

more formalized, as in creating new social or organizational bridges or structures. The

willingness of individuals in collaboration to try new behaviors, stretch beyond traditional

roles, focus on problems in new ways, and learn together are key characteristics of

successful collaborative efforts (Wondolleck and Yaffe 2000).

The Applegate Partnership created a forum that was entirely new in the way individuals,

groups, and agencies communicated and worked together. The “playing field” was

“leveled” in an entirely different configuration with environmentalists, industry representatives, farmers and ranchers, and agency personnel sitting at the same table and

looking at a common problem. Facilitators helped the group reframe the issues and

problems. Agencies were no longer at the “center” trying to negotiate solutions that met

everyone’s needs. The problem or issue was at the center, and the creativity in viewing

the problem and identifying solutions was greatly enhanced.

Examples of new approaches by the land-managing agencies as a result of working with

the Applegate Partnership include:

· Establishing planning teams in which residents are active participants along with

agency personnel.

· Sponsoring local educational forums as well as many more field trips for projects.

· Working with the Applegate River Watershed Council in identifying restoration

projects across the entire watershed (including sharing of GIS database).

· Exploring new budget methods to fund acres treated rather than traditional targets

(e.g., timber sold).

· Creating a core team of key people from several agencies to focus on the Applegate

Watershed and share resources.

· Establishing an interagency liaison position to increase cooperation among agencies and communities.

· Creating an awareness and an expectation among the residents and the local, state,

and federal agencies that “everyone needs to be at the table” to tackle the problems

and create solutions.

Stimulate Innovation,

New Ways of Doing

Business
11

An example of innovation by the Applegate community is the management of Cantrall

Buckley Park. This county park was slated for closure owing to shortage of funds in the

mid-1990s. The Applegate Partnership recognized its value to the community and

facilitated a coalition of numerous service organizations to manage the park rather than

the county managing the park. This “people’s park” is in its fifth year of coalition

management and is serving the community well. Weekend outdoor movies and nature

trails are among the many improvements.

There are many examples of innovative approaches initiated by the Applegate Watershed Council. For example, the council has facilitated neighbors working together to

reduce fire danger across neighborhoods and assisted them in securing grants to

accomplish the work (see fig. 7). As mentioned before, the council has organized

watershed restoration by neighborhoods.

A critical measure of progress for collaboration is its effect on policy, law, regulation, or

program. This may be a key outcome for collaboration—Can desired changes be

institutionalized?

The Applegate Partnership has influenced certain programmatic changes described

earlier such as the shift from clearcutting to selective cutting, shift from cutting largediameter to small-diameter trees, development of a small-diameter materials program,

increase in attention to fire risk to private lands, increase in the number and mix of

people on field trips, and creation of new advisory committees to counties.

Many people believe the partnership had an important role in encouraging a new type of

land use planning zone under the Northwest Forest Plan (USDA and USDI 1994). The

adaptive management areas were designed to offer new approaches to land management, specifically to emphasize adaptive management practices, including settings

where “new connections among interests—community, science, management—could

be explored” (Stankey and Clark 1998).

Facilitate Changes in

Policy, Laws, and

Programs

Figure 7—Marty Main works with residents to form stewardship plans for entire neighborhoods.

Photo by Jan Perttu
12

Progressive regulations for aggregate mining in Josephine County were implemented as

a direct result of the Applegate River Watershed Council. This was the first time such

regulations incorporated extensive information about fisheries as well as meeting needs

of local residents.

However, there is still disappointment about the many policy and program changes that

have not yet been implemented. Certainly facilitating the needed institutional changes is

some of the toughest collaborative work possible. The Applegate Partnership has, over

the years, given priority to certain tasks intended to create policy changes by developing subcommittees to accomplish them. It may again be time for the partnership to

identify key policy or law changes that are needed and work vigorously toward those

goals.

Clear evaluation criteria and frequent feedback loops have been a mainstay in effective

organizations for years. Likewise, collaborative groups also can benefit from measures

of progress. Although examples in this discussion are from a collaboration focusing on

natural resources, these measures of progress also could be applied to other types of

collaborative efforts.

Ideally, measures of progress also would include measurable indicators depending on

the group and mission.

In many cases, including the Applegate Partnership, a shared vision is created before

measures of progress are developed. This can lead to inconsistencies between the

vision and actual desired outcomes (Bergstrom et al. 1996). Although early description

of measures and indicators is ideal, a collaborative group will benefit from defining

measures of progress at any time in its evolution. The use of measures offers a

collaborative group the ability to track progress, engage needed participants, and thwart

unwarranted criticism.

Applegate Partnership. 1993. Applegate Partnership [Brochure]. Grants Pass, OR.

28 p.

Armitage, S. 2002. Unpublished data. On file with: USDI Bureau of Land

Management, Ashland Resource Area, 3040 Biddle Rd., Medford, OR 97504.

Bergstrom, A.; Clark, R.; Hogue, T. [et al.]. 1996. Collaboration framework—

addressing community capacity. Fargo, ND: National Network for Collaboration.

18 p. http://crs.uvm.edu/nnco. (10 March 2002).

Borrini-Feyerabend, G. 2000. Collaborative management of protected areas: tailoring

the approach to the context. IUCN, The World Conservation Union, Social Policy

Group. http://www.iucn.org/themes/spg/Tailor. (12 April).

Daniels, S. 2000. Personal communication. Director, Western Rural Development

Center, Utah State University, 8335 Old Main Hill, Logan, UT 84322-8335.

Hogue, T. 2000. Personal communication. Director of the Chandler Center for

Community Leadership, 2600 NW College Way, Bend, OR 97701.

KenCairn, B. 1996. Peril on common ground: the Applegate experiment. In: Brick,

P.D.; MacGreggor Cawley, R., eds. A wolf in the garden: the land rights movement

and the new environmental debate. London: Rowman and Littlefield Publishers, Inc.

304 p.

Conclusion

References
13

Lange, J.I. 1997. Exploring paradox in environmental collaborations. In: Brick, P.D.;

Snow, D.; Van de Wetering, P. Across the great divide: explorations in conservation

and the American West, 2000. Washington, DC: Island Press: 200-210.

Mattessich, P.; Muray-Close, M.; Monsey, B. 2001. Collaboration: What makes it

work? 2nd ed. Saint Paul, MN: Amherst H. Wilder Foundation. 104 p.

Priester, K. 1994. Words into action: a community assessment of the Applegate Valley.

Ashland, OR: Rogue Institute for Ecology and Economy. 132 p.

Shannon, M.; Sturtevant, V.; Trask, D. 1996. Organizing for innovation: a look at the

agencies and organizations responsible for adaptive management areas—the case of

the Applegate Adaptive Management Area. Medford, OR: U.S. Department of the

Interior, Bureau of Land Management; U.S. Department of Agriculture, Forest

Service. 29 p.

Snow, D. 1996. Coming home: chronicle of community. Missoula, MT: Northern Lights

Institute. 1(1): 40-43.

Stankey, G.H.; Clark, R.N. 1998. Adaptive management areas: roles and opportunities

for PNW Research Station. Unpublished document. 10 p. On file with: George

Stankey, USDA Forest Service, Pacific Northwest Research Station, 3200 SW

Jefferson Way, Corvallis, OR 97331.

Stankey, G.; Shindler, B. 1996. Adaptive management areas: achieving the promise,

avoiding the peril. Gen. Tech. Rep. PNW-GTR-394. Portland, OR: U.S. Department of

Agriculture, Forest Service, Pacific Northwest Research Station. 21 p.

Sturtevant, V. 1998. Applegate partnership, Applegate Adaptive Management Area

guide. Medford, OR: U.S. Department of the Interior, Bureau of Land Management;

U.S. Department of Agriculture, Forest Service. 145 p.

Sturtevant, V.; Lange, J. 1995. Applegate partnership case study: group dynamics

and community context. Ashland, OR: Southern Oregon State College. 102 p.

U.S. Department of Agriculture, Forest Service; U.S. Department of the Interior,

Bureau of Land Management. 1994. Record of decision for amendments to Forest

Service and Bureau of Land Management planning documents within the range of the

northern spotted owl. Portland, OR. 74 p. [plus attachment A: standards and guidelines].

Whaley, R.S. 1993. Working partnerships: elements for success. Journal of Forestry.

3: 10-11.

Winer, M.; Ray, K. 1994. Collaboration handbook: creating, sustaining, and enjoying

the journey. Saint Paul, MN: Amherst H. Wilder Foundation. 192 p.

Wondolleck, J.M.; Yaffe, S.L. 2000. Making collaboration work, lessons from innovation in natural resource management. Washington, DC: Island Press. 277 p.
This page has been left blank intentionally.

Document continues on next page.
The Forest Service of the U.S. Department of Agriculture is dedicated to the principle

of multiple use management of the Nation’s forest resources for sustained yields of

wood, water, forage, wildlife, and recreation. Through forestry research, cooperation

with the States and private forest owners, and management of the National Forests and

National Grasslands, it strives—as directed by Congress—to provide increasingly

greater service to a growing Nation.

The U.S. Department of Agriculture (USDA) prohibits discrimination in all its programs

and activities on the basis of race, color, national origin, gender, religion, age, disability,

political beliefs, sexual orientation, or marital or family status. (Not all prohibited bases

apply to all programs.) Persons with disabilities who require alternative means for communication of program information (Braille, large print, audiotape, etc.) should contact

USDA’s TARGET Center at (202) 720-2600 (voice and TDD).

To file a complaint of discrimination, write USDA, Director, Office of Civil Rights, Room

326-W, Whitten Building, 14th and Independence Avenue, SW, Washington, DC

20250-9410 or call (202) 720-5964 (voice and TDD). USDA is an equal opportunity

provider and employer.

Pacific Northwest Research Station, 333 S.W. First Avenue, P.O. Box 3890, Portland,

Oregon 97208-3890.

Pacific Northwest Research Station

Web site http://www.fs.fed.us/pnw

Telephone (503) 808-2592

Publication requests (503) 808-2138

FAX (503) 808-2130

E-mail pnw_pnwpubs@fs.fed.us

Mailing address Publications Distribution

Pacific Northwest Research Station

P.O. Box 3890

Portland, OR 97208-3890
U.S. Department of Agriculture

Pacific Northwest Research Station

333 S.W. First Avenue

P.O. Box 3890

Portland, OR 97208-3890

Official Business

Penalty for Private Use, $300