Translate this page!
Please hit one of the buttons above to visit the CEESP Themes and Working Groups!
 

SHARING POWER: LEARNING-BY-DOING IN CO-MANAGEMENT OF NATURAL RESOURCES THROUGHOUT THE WORLD

By Grazia Borrini-Feyerabend, Michel Pimbert, M. Taghi Farvar, Ashish Kothari and Yves Renard; with Hanna Jaireth, Marshall Murphree, Vicki Pattemore, Ricardo Ramirez and Patrizio Warren
Download the publication
Publisher
Copyright
Citation
Order the publication

CONTENTS

Foreword by Juan Mayr Maldonado
Preface and acknowledgements
Introduction

Part I. TOWARDS A CONTEXTUAL FRAMEWORK

Chapter 1. Managing natural resources: a struggle between politics and culture

1.1 From local livelihood strategies to global agro-industrial markets
1.2 The interface between indigenous/ local NRM systems and the modern/ a-local agro-industrial market system: five field examples
1.3 Contemporary indigenous NRM systems and co-management

Chapter 2. Actors, entitlements and equity in natural resource management

2.1 Management actors
2.2 Entitlements to manage natural resources
2.3 Equity in managing natural resources

Chapter 3. Co-management of natural resources

3.1 What is in a name?
3.2 Practising co-management
3.3 The characteristics of co-management systems

Part II. TOWARDS EFFECTIVE PROCESSES

Chapter 4. A point of departure

4.1 What is to be managed? Who is to be involved?
4.2 Is co-management needed? Is co-management feasible?
4.3 Gathering resources and creating a Start-up Team
4.4 The special case of indigenous peoples: can co-management help them assert their rights to land and natural resources?

Chapter 5. Preparing for the partnership

5.1 Gathering relevant information and tools and promoting social communication
5.2 Engaging the partners in participatory action research
5.3 Assisting local communities to organise
5.4 Preparing for the negotiation meetings: procedures, rules, logistics and equity considerations

Chapter 6. Negotiating the co-management agreement and organisation

6.1 Agreeing on the rules and procedures of negotiation
6.2 Developing and "ritualising" a common vision of the desired future
6.3 Developing a strategy to approach the common vision
6.4 Negotiating and legitimising the co-management agreement and organisation

Part III. TOWARDS EFFECTIVE INSTITUTIONS

Chapter 7. Co-management agreements

7.1 Customary and non-notarised agreements
7.2 Formal legal agreements
7.3 The components of a co-management agreement
7.4 Recognition of efforts and commitment
7.5 Crucial issues for indigenous peoples and local communities
7.6 Crucial issues for government agencies

Chapter 8. Co-management organisations

8.1 Types and characteristics of co-management organisations
8.2 Examples of co-management agreements and organisations

Chapter 9. Learning-by-doing in co-management institutions

9.1 Making the agreement functional
9.2 "Learning by doing" through monitoring and evaluation
9.3 Promoting effective and sustainable co-management institutions

Part IV. TOWARDS AN ENABLING SOCIAL CONTEXT

Chapter 10. Natural resource policy and instruments

10.1 Enabling policies at the national level
10.2 Enabling policies at the international level

Chapter 11. Empowering civil society for policy change

11.1 The politics of policy
11.2 Methods and approaches for participatory policy processes
11.3 Strengthening civil society
11.4 The challenge of participatory democracy

Concluding remarks

References

 

Published by: The Natural Resources Group and the Sustainable Agriculture and Rural Livelihoods Programme of the International Institute for Environment and Development (IIED) and the Collaborative Management Working Group (CMWG) of the IUCN Commission on Environmental, Economic and Social Policy (CEESP) of the World Conservation Union (IUCN)

Copyright ©: (2004) by Grazia Borrini-Feyerabend and Michel Pimbert. Reproduction of this publication for educational or other non-commercial purposes is authorized without any prior written permission from the copyright holders provided the source is fully
acknowledged. Reproduction of this publication for resale or other commercial purposes
is prohibited without prior written permission by the copyright holders.

Citation: Borrini-Feyerabend, G., M. Pimbert, M. T. Farvar, A. Kothari and Y. Renard, Sharing Power. Learning by doing in co-management of natural resources throughout the
world, IIED and IUCN/ CEESP/ CMWG, Cenesta, Tehran, 2004.

ISBN 1 84369 444 1

Available from:

International Institute for Environment and Development (IIED)
3, Endsleigh Street, London WC1H 0DD, United Kingdom
Tel: +44 (0)20 7388 2117 Fax:+44 (0)20 7388 2826
Email: info@iied.org Site: http://www.iied.org/

World Conservation Bookstore
219c Huntingdon Road Cambridge CB3 0DL, United Kingdom
Tel: +44 1223 277894 Fax: +44 1223 277175
E-mail: books@iucn.org Site: http://www.iucn.org/bookstore

Collaborative Management Working Group (CMWG)
IUCN Commission on Environmental Economic and Social Policy (CEESP)
c/o CENESTA: Centre for Sustainable Development
5 Lakpour Lane, Langary Street 16939 Tehran, Iran
Tel.: +98 21 2964114/5/6; fax +98 21 2954217
Email: comanagement@cenesta.org
Site: http://www.iucn.org/themes/ceesp/Wkg_grp/CMWG and http://www.cenesta.org/
"Many rural communities are no longer “in charge” of managing their natural resources, and... not “trusted” by state bureaucracies
to be able to do so"
"In all societies, the
composition of decision-making bodies is likely to
reflect and reinforce imbalances of power, with the weaker and underprivileged
social groups being least represented in decision making structures."
"The co-management
agreement and organisations... are,
basically, as good as the process that generated them."
“The relevant social actors organise themselves by preparing maps, documents and reports and by describing features, uses and entitlements of land and natural resources as seen, known and recognised by them.”
“The existence of a negotiation platform, the agreement on rules and procedures and the presence of a competent external facilitator may be important steps towards guaranteeing at least a measure of fairness in the negotiation process, even when strong power differentials exist among the parties.”
"[Indigenous peoples
and local] communities
constitute important cultural units… the self-awareness, pride, sense of
common identity and solidarity of their members often represent the last defense against massive socio-cultural
change and incorporation
by outside models and socioeconomic forces."
"Many successful co-management organisations are built on customary and local organisations and
rules."
"co-management feeds on passion and creativity...
and on the ability to
manage human relations in informal and convivial manners."
“… management agreement can be signed between the landowners and the Park Authority and are considered to be legally binding contracts.”

“a strong civil society does not only imply an expansion of political democracy … the issues of economic democracy and information democracy are also fundamental for change.”