Measures of progress for collaboration: case study of the Applegate Partnership.

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. 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. 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 …