Channel Markers for Channel Markers for Successful Boston Harbor Successful Boston Harbor

Islands ManagementIslands ManagementRob Moir, the Advisory CouncilRob Moir, the Advisory Council

The Boston Harbor Islands The Boston Harbor Islands

National Park AreaNational Park Area

June 11, 2014June 11, 2014

Advisory Council, founding members

Interest groups listed alphabetically

Boston Harbor AdvocacyVivien Li, The Boston Harbor Islands AssociationSuzanne Gall Marsh, Friends of the Boston Harbor IslandsRob Moir, Save the Harbor/Save the BayRichard Clark Shaner, Fort Revere Park, Hull 

Business and CommercialRegina Burke, Hull Chamber of CommercePeter Davidoff, Constitution MarinaBernie Dreiblatt, Beacon Management CompanyGreg Ketchem, New England Aquarium

Advisory Council, founding members

Interest groups listed alphabetically

Community GroupsSamira Al-Ghuiyy, Environmental Diversity ForumTom Lindberg, Jones Hill Neighborhood Assoc.Ed McCabe, Hull Lifesaving MuseumClaudia Smith-Reid, Roxbury Multi-Service Center 

Educational and CulturalMary Corcoran, Massachusetts Bay Education AllianceJim Hewitt, Friends of the Lightship Nantucket Sherman Morss, U.S.S. Constitution MuseumJack Wiggin, Urban Harbors Institute, U Mass

Advisory Council, founding members

Interest groups listed alphabetically

Environmental OrganizationsJohn Dinga, Mass Marine EducatorsWilliam D. Giezentanner, Appalachian Mountain Club John Lewis, Sierra ClubMarcie Tyre, Seaside Environmental Alliance 

MunicipalitiesDavid Calnan, Town of HinghamJoe Ferrino, Town Hall of WinthropPhil Lemnios, Hull Town ManagerBernice Mader, Mayor's Office, Quincy

Advisory Council, founding members

Interest groups listed alphabetically

Native American InterestsEdith Andrews, Wampanoag Tribe, Gay Head (Aquinnah)Stephen Comer,

Stockbridge-Munsee Band of Mohican IndiansJohn Sam Sapiel, Penobscot NationLawrence Snake, Delaware Tribe of Western Oklahoma 

Ex-Officio MembersNancy Gromossky, Rep Joseph Kennedy's OfficeLinnea Ovans, Rep William Delahunt's OfficeDavid Soule, Metropolitan Area Planning Council (MAPC)

When the Partnership first met, When the Partnership first met,

the individual Partners & the individual Partners & AdvisorsAdvisors• Understood their own interests; Understood their own interests; • Interacted with each other and became Interacted with each other and became

aware of each other's interests; aware of each other's interests; • Developed an understanding of Developed an understanding of

participatory decision-making processes participatory decision-making processes through similar experiences, either through similar experiences, either within individual agencies or across within individual agencies or across diverse groups of interests. diverse groups of interests.

Civic Behavior, Building Social Capital, was vital• Respect for the knowledge and the experiences

they each brought to the governing institution. • The Harbor Islands had been well-managed before

the NPS arrived, and would have been managed even better if only there had been sufficient resources to do so.

• Respect for the public, and strong interests in understanding social, political, economic, and historical contexts.

• Many partners went beyond accepting different values and interests to actively seeking out broader perspectives.

• Partners were able to handle the passion of people caring deeply about aspects of the park and the management practice.

• Partners tended not to take things too personally.

Communal Spirit DevelopedCommunal Spirit Developed

with both common with both common goals and self-goals and self-interest goals,interest goals,

independent-minded,independent-minded,

individual manners,individual manners,

increasingly trustful of increasingly trustful of each other, and ofeach other, and of

consensus buildingconsensus building

Boston Harbor Islands Boston Harbor Islands PartnershipPartnership

Benefitted greatly Benefitted greatly with experienced with experienced and talented and talented participants, and participants, and with wise and with wise and trusting trusting administrators, administrators, who delegated who delegated authority to others.authority to others.

Managers more competent in the practice of civil discourse over time• Competence characteristics include fairness,

openness, trust, sincerity, and empathy. • Practiced listening and communication skills. • Used more inclusive, less adversarial speech.• Practiced self-reflection. • Deliberations often included value discussions.

• Setting of agendas were open and, I believe,

fair processes. • Learning was an iterative process throughout.

Advice for Consensus Advice for Consensus BuildersBuilders• First, pay close attention to the First, pay close attention to the

process, including representation and process, including representation and civic behaviorcivic behavior

• Second, as important as the process, Second, as important as the process, are the skills, experience, knowledge, are the skills, experience, knowledge, and talents of participants.and talents of participants.

• Third, individuals will be more effective Third, individuals will be more effective when their institutions give them when their institutions give them autonomy and permission to innovate.autonomy and permission to innovate.

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• First, the partners developed a common language that was more inclusive and civil, and less adversarial and contentious.

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• Second, creative ideas for action were produced.

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• Third, stalemates were overcome and a sense of progress developed toward high-quality agreements.

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• Fourth, information and analyses emerged that not only the partners but also stakeholders at large understood and accepted as accurate.

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• Fifth, new personal and working relationships developed not only between partners but most especially among the many participants in committees and meetings. Improved or new relationships are valuable forms of social and political capital for participants.

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• Sixth, participants gained knowledge and understanding.

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• Seventh, and finally, proposals and plans were produced that appear feasible from political, economic, and social perspectives, and were widely accepted.

Additional Positive Indicators for the Boston Harbor Islands Partnership• Learning and

knowledge produced within the consensus-building process was shared by others outside the Partnership.

Additional Positive Indicators for the Boston Harbor Islands Partnership• Second-order effects

were changes in behaviors and actions,

• spin-off partnerships and working groups,

• other collaborative activities,

• new practices,

• and even new Harbor-oriented institutions.

Additional Positive Indicators for the Boston Harbor Islands Partnership

• Participants found personal satisfaction working for such institutions and in working with each other.

Additional Positive Indicators for the Boston Harbor Islands Partnership• Finally, partners found

that they had created a participatory institution that is flexible, inclusive, networked, and able to respond creatively to change and conflict.

Three broad outcomes indicative of positive direction today and for future decisions.

• First, are the outcomes regarded as fair and just?

Three broad outcomes indicative of positive direction today and for future decisions.

• Second, do the outcomes seem to serve a common good or public interest beyond the participating stakeholders?

Three broad outcomes indicative of positive direction today and for future decisions.

• Third, do the outcomes contribute to the sustainability and preservation of natural and social systems?

Seven Principles for the best participatory management practices

• 1.) Seek broad representation of diverse interests.

Seven Principles for the best participatory management practices

• 2.) Bring knowledge and resources to the governing process.

Seven Principles for the best participatory management practices

• 3.) Practice civil behaviors, including respect of others' autonomy.

Seven Principles for the best participatory management practices

• 4.) Develop skills in collaborative partnership and strive for bridging.

Seven Principles for the best participatory management practices

• 5.) Listen and patiently build consensus.

Seven Principles for the best participatory management practices

• 6.) Practice environmental leadership in an egalitarian fashion.

Seventh Principle for the best participatory management practices

• 7.) Celebrate smaller accomplishments along the way to consensus–go to the Lighthouse.

Today's Boston Harbor Islands Advisory Council

9 Members active terms (of those 8 terms expire in 2015 and 4 are ineligible)

6 Members serving until replaced (only one applied for re-appt)

3 new Members pending10 Vacant Positions No Ex-officio, No Alternates ready to serve

Advisory Council Member Roles3

•Active in the work of the Partnership (Committee meetings, On Islands work)

•Ambassador spreading the word on the park

•To bear witness tied into the management of the park

Legitimacy and public fund-ability of the parkis enhanced by visibility AC members

A Once and Future Advisory CouncilGain common ground

inclusive of self and others.Participatory Ecosystem-based Management – It’s complex, systems thinking, and worth every bit of it.