Collaborative Environmental Management: What Roles for Government? T. M. Koontz, T. A. Steelman, J. Carmin, K. S. Korfmacher, C. Moseley, and C. W. Thomas. 2004. RFF Press, Washington, DC. 200 pp. $50 cloth, $23.95 paperback.

The concepts and practices surrounding institutionalized public participation in the United States have evolved over the past six decades, resulting in increased attention toward collaboration. Koontz et al. open their book with a thorough, but succinct, review of this evolution, providing excellent context for this book's focus on the role that government plays in collaborative natural resource management. Following the introductory chapter, the authors document six case studies organized around government roles as follower, encourager, and leader in collaborative activities. This is an effective organizing principle that provides the reader with valuable insight into the direct and indirect roles that government plays in any environmental management effort. The case studies are geographically diverse and cover both land and water management projects. The cases highlighting government as follower and as leader document details of specific collaborative processes, while the two cases featuring government as an encourager place more emphasis on how to establish a collaborative process. The case studies include efforts that were largely successful, as well as those that did not achieve their goals. A summary chapter provides a solid overview, with helpful tables documenting the governmental roles of actor and institution in the case studies. The final chapter offers a thoughtful discussion about what role government might play in collaborative efforts in light of the findings from the research presented. The authors describe the limitations of the present work and provide ample ideas for future research to better understand the dynamics inherent in collaboration. They also provide citations to allow the reader to review research that is critical of the collaborative approach.