Incorporating Outcomes from Collaborative Processes into Government Decision Making: A Case Study from Low Water Response Planning in Ontario, Canada

Collaborative approaches are increasingly being used by governments in western countries to address complex environmental policy problems. These approaches often bring together diverse actors in settings that allow for joint problem solving. However, the effectiveness of collaboration can be undermined if governments choose to ignore the outcomes of collaboration in their decision making processes. In this paper we report findings from a study of a drought-based collaborative process. We evaluate the extent to which the provincial government in Ontario, Canada, used recommendations from collaborative groups in its Low Water Response program. Interviews, document analysis and personal observations provided the data for a qualitative, multi-case study analysis. Three cases were chosen where collaborative teams made decisions designed to balance ecological and economic water issues during drought. The Institutional Analysis and Development framework provided a conceptual foundation for evaluating the extent to which collaborative outcomes were used by government. Even though the provincial government did not accept the most important decision made by collaborative teams (to declare severe drought), participants were generally satisfied with outcomes achieved through collaboration, especially social and environmental outcomes. Challenges revealed through the study included insufficient capacity, lack of clear program requirements, and issues inherent with low water.