Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 89-95 |
| Number of pages | 7 |
| Journal | Journal of Environmental Management |
| Volume | 187 |
| DOIs | |
| Publication status | Published - 1 Feb 2017 |
Keywords
- Adaptive management
- Behavior change
- Household energy efficiency
- Public policy
Cite this
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Facilitating adaptive management in a government program : A household energy efficiency case study. / Curtis, Jim; Graham, Alex; Ghafoori, Eraj; Pyke, Susan; Kaufman, Stefan; Boulet, Mark.
In: Journal of Environmental Management, Vol. 187, 01.02.2017, p. 89-95.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - Facilitating adaptive management in a government program
T2 - A household energy efficiency case study
AU - Curtis, Jim
AU - Graham, Alex
AU - Ghafoori, Eraj
AU - Pyke, Susan
AU - Kaufman, Stefan
AU - Boulet, Mark
PY - 2017/2/1
Y1 - 2017/2/1
N2 - Interim evaluations of government programs can sometimes reveal lower than expected outcomes, leading to the question of how adjustments can be made while the program is still underway. Although adaptive management frameworks can provide a practical road map to address this question, a lack of successful learnings and poor implementation have hampered the progress and wider application of adaptive management. Using a case study involving an energy efficiency government program targeting low-income households, this article provides supporting evidence on how adaptive management can be facilitated and applied. Factors such as proactive and responsive leadership, establishing a research-practice interface, and recognizing the skills, expertise, and contributions of multiple stakeholders guided adjustments to the program, and later paved the way for longer-term organizational learning that impacted how other programs are delivered. Implications for knowledge and practice, and a discussion of the challenges faced in the program, advance current thinking in adaptive management.
AB - Interim evaluations of government programs can sometimes reveal lower than expected outcomes, leading to the question of how adjustments can be made while the program is still underway. Although adaptive management frameworks can provide a practical road map to address this question, a lack of successful learnings and poor implementation have hampered the progress and wider application of adaptive management. Using a case study involving an energy efficiency government program targeting low-income households, this article provides supporting evidence on how adaptive management can be facilitated and applied. Factors such as proactive and responsive leadership, establishing a research-practice interface, and recognizing the skills, expertise, and contributions of multiple stakeholders guided adjustments to the program, and later paved the way for longer-term organizational learning that impacted how other programs are delivered. Implications for knowledge and practice, and a discussion of the challenges faced in the program, advance current thinking in adaptive management.
KW - Adaptive management
KW - Behavior change
KW - Household energy efficiency
KW - Public policy
UR - http://www.scopus.com/inward/record.url?scp=84996836574&partnerID=8YFLogxK
U2 - 10.1016/j.jenvman.2016.11.033
DO - 10.1016/j.jenvman.2016.11.033
M3 - Article
VL - 187
SP - 89
EP - 95
JO - Journal of Environmental Management
JF - Journal of Environmental Management
SN - 0301-4797
ER -