Natural Resource Management and Social Change in Dln, NT Ken Caine - - PowerPoint PPT Presentation
Natural Resource Management and Social Change in Dln, NT Ken Caine Walter Bayha Post-Doct octor oral l Re Resea earch h Fellow ow Self-Gover ernm nment ent Implementa entation on Director or Department nt of Rural Economy
Northern Governance Policy Research Conference Yellowknife, November 4, 2009
Ken Caine Post-Doct
l Re Resea earch h Fellow
Department nt of Rural Economy Univer ersit ity of Alberta Walter Bayha Self-Gover ernm nment ent Implementa entation
Délįnę Land Corporation Délįnę, NT
Co-management in the Sahtu Délįnę & Great Bear Lake Great Bear Lake Watershed Management Plan Saoyú-ʔehdacho National Historic Site Sahtu Land Use Plan Process Policy Implications
May 2005 GBLWMP Cultural & Ecological Integrity 2000 DIAND/ DFN Oct 2002 GBLWG Jan 2004 Water Heart story 2006- present In SLUP Process 1986-2001 GBL Advisory Committee 2001 Issues Paper Oct 2003 Framework
Mar 2007 $5 M & $700K/yr 1999 NWT PAS 1996 National Historic Site 2000 CIS & 5 yr withdrawal 2000-2006 NWT-PAS Resource Assessments 2005 Withdrawal extension “Saoyú and Ɂehdacho Management Board”
Elder’s stories lay the groundwork for the way that the GBL watershed will be managed.
Telling of stories and their use in directing each section of the plan provided connection between commonly misunderstood or mis-communicated worldviews.
GBLMP based on guiding principles as well as a more technical ecological and cultural research and monitoring plan.
Perceived success of formally
using oral traditions and Dene language
Délįnę approached Parks
Canada
Decision by DFO to provide a
community boat
Facilitators comfortable
working in both Dene and western science traditions
Cultural planning process
Difference in expectations in similar time frame
“working through the flat spot”
Progress
Progress made toward consensus on issue Time taken for consensus
Time
Conventional planning process Potential for conflict, but at later stages Potential for conflict, but learning and innovation
“you know we‟re really at a community crisis level with them over this whole thing because they‟ve lost when we were supposed to release these terms of reference of what we were going to do…we pissed away for a whole year here and when they see this, they‟re gonna go „What did you hold this for a year for?‟…you lose, I find the organization loses credibility, and then you end up wearing some of that.” “Well I think people come increasingly to understand each other and they furthermore come increasingly to influence each other so that the culture of the table is formed and they learn from each other”
and “formal obligations” (symbolic capital)
sources of power
rather than separate, deliberate and transparent managerial activities
relationship between social learning-trust & power, knowledge, and engagement: “Practical Understanding”
Government of Canada Délįne First Nation Government of NWT
Water Heart
CPAWS ENGO
Relational Connections Broader Organizational Policies Influence of Non-government Organizations
Co-management is not a fixed process - does not have to follow
any one model or style / needs to be flexible
Traditional stories are very valuable to planning processes that try
to incorporate indigenous culture
Understanding one another is not enough when local people work
with outside people – engagement, understanding, and power
Much more time is needed in early meetings and workshops to
learn about one another on a more personal level
GBLMP & S-E as cultural models or way of doing things toward
community-driven planning
Walter Bayha Délįnę Land Corporation Délįnę, NT Email: sgi_director@gov.deline.nt Ken Caine Department of Rural Economy University of Alberta Edmonton, Canada Email: kcaine@ualberta.ca