1. Utilising a Theory of Change approach to Achieve Adaptive Co-Management Anna Evely, Ioan Fazey, Xavier Lambin and Michelle Pinard Universities of Aberdeen and Aberystwyth Aberyswyth University Aberdeen University For up to date information about the project visit www.watervolescotland.org or my personal website www.evely.webeden.co.ukwww.watervolescotland.orgwww.evely.webeden.co.ukAbstract Conservation projects that are participatory in nature rely on stakeholders to be engaged and committed to both the process and problem. Adaptive co-management enables facilitation of this. Evaluations so far only consider the overall effectiveness of co-management but not the often difficult process by which management shifts to become adaptive and collaborative. Here we discuss how the utilisation of a Theory of Change approach can be used as a method for 1)understanding the effectiveness of interventions specifically set up to achieve adaptive co management, 2) specifying the evaluation tools required for shifting management. We assess its effectiveness by utilising the theory of change within a conservation project based in the Cairngorms national Park, Scotland. The project has the support of several stakeholders forging links between research institutions, local communities and organisations. The theory of change will be used to shift management of this project from a traditional approach towards one which is adaptive co-management The Theory of Change The Theory of Change (TOC) is an innovative tool to design and evaluate social change initiatives. TOC creates a plan of what is required in order to achieve a social change initiative’s long-term goal, offering a guide as to how to achieve the projects desired outcomes by identifying the preconditions, pathways and interventions which are required. The Theory of Change is often depicted on a map (Fig. 1) which is a graphic representation of the change process, making it accessible to all stakeholders of a project. Results In response to scoping interviews with the Steering Group of the Cairngorms Water Vole project our case study focussed on working to increase transparency and reduce confusion amongst steering group members. The feedback over the end goals of the project appeared to be similar (Figure 2) although no plan was in place in order to achieve this. Scoping interviews also highlighted differences in opinion as to the role each individual had in the Steering Group and why the Steering Group was in place (Figure 3). Figure 3 shows there is a danger of certain partners being marginalised and not contributing to the running of the project. By obtaining active involvement of all steering group members and creating a transparent process allowing all members to share and express views the project may go some way towards defining a way to achieve its long term goal of sustainability. Future Directions In order to address these issues and set a plan for achieving the projects goal of Adaptive Co-Management we drew out a Theory of Change aimed at designing specific measurable interventions. Within our Theory of Change our first intervention was a facilitated workshop on Project Sustainability. The workshop was designed to do the following: Highlight the need for explicitly defining project outcomes Create a Theory of Change for achieving Project Sustainability Improve transparency amongst the steering group members Increase participation and collaboration Improve motivation of Steering Group members Set in the Cairngorms National Park, our work suggests new ways to effectively facilitate institutional change towards a flatter management structure required for Adaptive Co-Management to work. Our work so far stresses the need to: Clearly define system and project boundaries; Have facilitated workshops to ensure successful steering group member engagement This work is on-going and adaptive, with future directions being informed by Stakeholder collaboration (Figure 4). References: Its TERRIBLE!!! American Mink have invaded the Cairngorms National Park (Scotland) Figure 1: An Example of a Theory of Change (Anderson 2007) TOC maps out an initiative through 5 stages: 1.Identifying long-term goals and the assumptions behind them 2.Back mapping and connecting preconditions necessary to achieve that goal. 3.Identifying interventions needed to create the desired change. 4.Developing indicators to measure outcomes and assess the performance of your initiative. 5.Writing a narrative to explain the project The TOC can be used as: A framework to check milestones and stay on course To document lessons learned To keep the process of implementation and evaluation transparent As a basis for reports to funders, policymakers, boards The most important thing would be to maintain the (public) interest beyond the project…that’s really the most important thing I think…. If you can’t do that then what’s it all been for? In order for this project to have made any difference I think it’s really important that it’s the foundation for this community based project I want to see in place a way of carrying on the work (We should be ) trying to get people to continue doing it… I guess have some sort of strategy for long term (mink) control I think (the Steering Group) has to be either reinvented or, or I think we should have a…. use those meetings as a way to tie in people who really want to contribute The steering group seems to have become more advisory committee on a much larger sort of gaps in timescale. More like an advisory body than actual management The important thing is to have the forum for people to have their voice about the way things should be done and to be made aware of how progress is being made My honest opinion is that its probably unbalanced I don’t feel like I'm able to contribute much …others aren’t really that interested and attend for the sake of attending I spose I would almost like to have more input into the project from partners Figure 3: Quotes illustrating a differences in understanding of the Steering group and peoples roles within it Figure 4: The methodological steps designed to bring stakeholders together and to achieve Adaptive Co-Management and sustainability of the cairngorms Water Vole conservation Project Focus Group Stakeholder Identification Questionnaires to Stakeholders Scoping Interviews with Steering Group Participant Observation at Steering Group Meetings Establish a Theory of Change for Achieving Adaptive Co-Management Develop Sustainability Goals Steering Group Meetings Integrate Key Stakeholders into steering Group Figure 2: Quotes illustrating a common vision