Channel Markers for Successful Boston Harbor Islands Management

1. Channel Markers for Successful Boston Harbor Islands Management Rob Moir, the Advisory Council The Boston Harbor Islands National Park Area June 11, 2014

5. Advisory Council, founding members Interest groups listed alphabetically Boston Harbor Advocacy Vivien Li, The Boston Harbor Islands Association Suzanne Gall Marsh, Friends of the Boston Harbor Islands Rob Moir, Save the Harbor/Save the Bay Richard Clark Shaner, Fort Revere Park, Hull Business and Commercial Regina Burke, Hull Chamber of Commerce Peter Davidoff, Constitution Marina Bernie Dreiblatt, Beacon Management Company Greg Ketchem, New England Aquarium

6. Advisory Council, founding members Interest groups listed alphabetically Community Groups Samira Al-Ghuiyy, Environmental Diversity Forum Tom Lindberg, Jones Hill Neighborhood Assoc. Ed McCabe, Hull Lifesaving Museum Claudia Smith-Reid, Roxbury Multi-Service Center Educational and Cultural Mary Corcoran, Massachusetts Bay Education Alliance Jim Hewitt, Friends of the Lightship Nantucket Sherman Morss, U.S.S. Constitution Museum Jack Wiggin, Urban Harbors Institute, U Mass

7. Advisory Council, founding members Interest groups listed alphabetically Environmental Organizations John Dinga, Mass Marine Educators William D. Giezentanner, Appalachian Mountain Club John Lewis, Sierra Club Marcie Tyre, Seaside Environmental Alliance Municipalities David Calnan, Town of Hingham Joe Ferrino, Town Hall of Winthrop Phil Lemnios, Hull Town Manager Bernice Mader, Mayor's Office, Quincy

8. Advisory Council, founding members Interest groups listed alphabetically Native American Interests Edith Andrews, Wampanoag Tribe, Gay Head (Aquinnah) Stephen Comer, Stockbridge-Munsee Band of Mohican Indians John Sam Sapiel, Penobscot Nation Lawrence Snake, Delaware Tribe of Western Oklahoma Ex-Officio Members Nancy Gromossky, Rep Joseph Kennedy's Office Linnea Ovans, Rep William Delahunt's Office David Soule, Metropolitan Area Planning Council (MAPC)

10. When the Partnership first met, the individual Partners & Advisors • Understood their own interests; • Interacted with each other and became aware of each other's interests; • Developed an understanding of participatory decision-making processes through similar experiences, either within individual agencies or across diverse groups of interests.

11. 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.

12. Communal Spirit Developed with both common goals and self-interest goals, independent-minded, individual manners, increasingly trustful of each other, and of consensus building

13. Boston Harbor Islands Partnership Benefitted greatly with experienced and talented participants, and with wise and trusting administrators, who delegated authority to others.

14. 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.

15. Advice for Consensus Builders • First, pay close attention to the process, including representation and civic behavior • Second, as important as the process, are the skills, experience, knowledge, and talents of participants. • Third, individuals will be more effective when their institutions give them autonomy and permission to innovate.

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

17. Channel Markers • Second, creative ideas for action were produced.

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

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

20. Channel Markers • 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.

21. Channel Markers • Sixth, participants gained knowledge and understanding.

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

23. 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.

24. 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.

25. Additional Positive Indicators for the Boston Harbor Islands Partnership • Participants found personal satisfaction working for such institutions and in working with each other.

26. 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.

27. Three broad outcomes indicative of positive direction today and for future decisions. • First, are the outcomes regarded as fair and just?

28. 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?

29. 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?

30. Seven Principles for the best participatory management practices • 1.) Seek broad representation of diverse interests.

31. Seven Principles for the best participatory management practices • 2.) Bring knowledge and resources to the governing process.

32. Seven Principles for the best participatory management practices • 3.) Practice civil behaviors, including respect of others' autonomy.

33. Seven Principles for the best participatory management practices • 4.) Develop skills in collaborative partnership and strive for bridging.

34. Seven Principles for the best participatory management practices • 5.) Listen and patiently build consensus.

35. Seven Principles for the best participatory management practices • 6.) Practice environmental leadership in an egalitarian fashion.

36. Seventh Principle for the best participatory management practices • 7.) Celebrate smaller accomplishments along the way to consensus–go to the Lighthouse.

37. 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 pending 10 Vacant Positions No Ex-officio, No Alternates ready to serve

38. Advisory Council Member Roles 3 • 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 park is enhanced by visibility AC members

39. A Once and Future Advisory Council Gain common ground inclusive of self and others. Participatory Ecosystem-based Management – It’s complex, systems thinking, and worth every bit of it.