Decision-making and conflict resolution in co-management: two cases from Temagami, northeastern Ontario ...
Governments across Canada face increasing demands for public involvement in resource management decision-making, particularly at local levels. At the centre of debate are three issues: (a) the distribution of decision-making authority and responsibility; (b) the distributions of costs and benefits;...
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| Format: | Text |
| Language: | English |
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University of British Columbia
2009
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| Online Access: | https://dx.doi.org/10.14288/1.0088332 https://doi.library.ubc.ca/10.14288/1.0088332 |
| Summary: | Governments across Canada face increasing demands for public involvement in resource management decision-making, particularly at local levels. At the centre of debate are three issues: (a) the distribution of decision-making authority and responsibility; (b) the distributions of costs and benefits; and (c) the question of sustainability (ecological, social, and economic) at local levels. In the face ofthis wide range of often conflicting interests involving many non-aboriginal stakeholders on one hand, and First Nations on the other, governments want less conflict and believe that they can achieve this through more collaboration or co-management agreements. In particular, governments suspect that both groups above can share in the management decisions and responsibilities of the line agencies responsible for land use and resource management. This thesis uses two cases to investigate the effects of co-management on: the delegation of decision-making authority to local levels; the substance of resource ... |
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