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Problem solving or social change? The Applegate and Grand Canyon Forest Partnerships

Posted date: September 24, 2014
Publication Year: 
2001
Authors: Moseley, Cassandra; KenCairn, Brett
Publication Series: 
Proceedings (P)
Source: In: Vance, Regina K.; Edminster, Carleton B.; Covington, W. Wallace; Blake, Julie A., comps. Ponderosa pine ecosystems restoration and conservation: steps toward stewardship; 2000 April 25-27; Flagstaff, AZ. Proceedings RMRS-P-22. Ogden, UT: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station. p. 121-129.
Note: This article is part of a larger document.

Abstract

Natural resource conflicts have resulted in attempts at better collaboration between public and private sectors. The resulting partnerships approach collaboration either by problem solving through better information and management, or by requiring substantial social change. The Applegate Partnership in Oregon and the Grand Canyon Forest Partnership in Arizona illustrate each approach. These approaches show the formative influences that shape the evolution and activities of a partnership, and show the need for multi-stakeholder participation.

Citation

Moseley, Cassandra; KenCairn, Brett. 2001. Problem solving or social change? The Applegate and Grand Canyon Forest Partnerships. In: Vance, Regina K.; Edminster, Carleton B.; Covington, W. Wallace; Blake, Julie A., comps. Ponderosa pine ecosystems restoration and conservation: steps toward stewardship; 2000 April 25-27; Flagstaff, AZ. Proceedings RMRS-P-22. Ogden, UT: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station. p. 121-129.