First Nations and industry collaboration for forest governance in northwestern Ontario, Canada

The focus of this paper is the move towards greater collaboration among First Nations and forestry companies for the governance of forests in northwestern Ontario, Canada. The economic downturn in the forest economy in Kenora, Ontario in the 2000s opened pathways for new collaborative partnerships t...

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Main Authors: Zurba, Melanie, Diduck, Alan P., Sinclair, A. John
Format: Article in Journal/Newspaper
Language:unknown
Subjects:
Online Access:http://www.sciencedirect.com/science/article/pii/S138993411630048X
id ftrepec:oai:RePEc:eee:forpol:v:69:y:2016:i:c:p:1-10
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spelling ftrepec:oai:RePEc:eee:forpol:v:69:y:2016:i:c:p:1-10 2024-04-14T08:11:34+00:00 First Nations and industry collaboration for forest governance in northwestern Ontario, Canada Zurba, Melanie Diduck, Alan P. Sinclair, A. John http://www.sciencedirect.com/science/article/pii/S138993411630048X unknown http://www.sciencedirect.com/science/article/pii/S138993411630048X article ftrepec 2024-03-19T10:28:06Z The focus of this paper is the move towards greater collaboration among First Nations and forestry companies for the governance of forests in northwestern Ontario, Canada. The economic downturn in the forest economy in Kenora, Ontario in the 2000s opened pathways for new collaborative partnerships to emerge in governance systems that include industry and local, provincial, federal and First Nations governments. In order to enhance our collective understanding of collaborative governance in the forest sector we set out to describe the institutions and institutional changes that made cross-cultural collaboration possible and explain cross-cultural collaboration in terms of meta-governance (values, norms, and principles), particularly in relation to substantive decision-making. Using a review of policy and management documents and semi-structured interviews with governance actors, we examined regional shifts in tenure, the governance system of a leading example of collaboration, and procedures, processes, and organizational structures that helped establish equal decision-making authority that facilitated collaborative relationships. We found that tenure reforms allowed for structural changes in the governance system for the Kenora Forest, these led to formal partnerships between First Nations and industry, and the new governance system involved power sharing in decision-making authority. Conclusions of the work include that future tenure reforms should continue to promote collaboration in the region, and that the case study represents a novel type of collaboration between industry and First Nations in Canada. Cross-cultural collaboration; Governance; First Nations; Forests; Land tenure policy; Canada; Article in Journal/Newspaper First Nations RePEc (Research Papers in Economics) Canada
institution Open Polar
collection RePEc (Research Papers in Economics)
op_collection_id ftrepec
language unknown
description The focus of this paper is the move towards greater collaboration among First Nations and forestry companies for the governance of forests in northwestern Ontario, Canada. The economic downturn in the forest economy in Kenora, Ontario in the 2000s opened pathways for new collaborative partnerships to emerge in governance systems that include industry and local, provincial, federal and First Nations governments. In order to enhance our collective understanding of collaborative governance in the forest sector we set out to describe the institutions and institutional changes that made cross-cultural collaboration possible and explain cross-cultural collaboration in terms of meta-governance (values, norms, and principles), particularly in relation to substantive decision-making. Using a review of policy and management documents and semi-structured interviews with governance actors, we examined regional shifts in tenure, the governance system of a leading example of collaboration, and procedures, processes, and organizational structures that helped establish equal decision-making authority that facilitated collaborative relationships. We found that tenure reforms allowed for structural changes in the governance system for the Kenora Forest, these led to formal partnerships between First Nations and industry, and the new governance system involved power sharing in decision-making authority. Conclusions of the work include that future tenure reforms should continue to promote collaboration in the region, and that the case study represents a novel type of collaboration between industry and First Nations in Canada. Cross-cultural collaboration; Governance; First Nations; Forests; Land tenure policy; Canada;
format Article in Journal/Newspaper
author Zurba, Melanie
Diduck, Alan P.
Sinclair, A. John
spellingShingle Zurba, Melanie
Diduck, Alan P.
Sinclair, A. John
First Nations and industry collaboration for forest governance in northwestern Ontario, Canada
author_facet Zurba, Melanie
Diduck, Alan P.
Sinclair, A. John
author_sort Zurba, Melanie
title First Nations and industry collaboration for forest governance in northwestern Ontario, Canada
title_short First Nations and industry collaboration for forest governance in northwestern Ontario, Canada
title_full First Nations and industry collaboration for forest governance in northwestern Ontario, Canada
title_fullStr First Nations and industry collaboration for forest governance in northwestern Ontario, Canada
title_full_unstemmed First Nations and industry collaboration for forest governance in northwestern Ontario, Canada
title_sort first nations and industry collaboration for forest governance in northwestern ontario, canada
url http://www.sciencedirect.com/science/article/pii/S138993411630048X
geographic Canada
geographic_facet Canada
genre First Nations
genre_facet First Nations
op_relation http://www.sciencedirect.com/science/article/pii/S138993411630048X
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