Co-management agreements for land and resource management can be viewed as emerging forms of a participatory planning model. They strive for equal aboriginal involvement and result not only in more equitable management strategies, but also incorporate aboriginal worldviews and traditional knowledge. This type of planning model is an iterative learning process for all parties involved and is most effective when mechanisms and processes to develop a co-management agreement are situational and contextually appropriate to each location and aboriginal group involved. Co-management agreements should be valued as interim forms that bridge restrictions on and exclusion of aboriginal peoples’ use and influence in relation to land and natural resources, on one side, and complete control through self-government, on the other. This practicum assesses levels of co-management for two case studies by: reviewing relevant literature, analyzing the co-management agreements and plans of management and surveying key personnel at Uluru – Kata Tjuta National Park in Australia and the Gwaii Haanas National Park Reserve and Haida Heritage Site in Canada. The study does conclude that the degree of involvement of aboriginal participation is still wanting, but is higher than it would be if no such framework had been applied. To achieve the full benefits of equality in power distribution, the author suggests that co-management at the highest level should be negotiated either within or as part of land claims agreement or as part of a land title transfer to traditional owners. / October 2005

Co-management agreements for land and resource management can be viewed as emerging forms of a participatory planning model. They strive for equal aboriginal involvement and result not only in more equitable management strategies, but also incorporate aboriginal worldviews and traditional knowledge. This type of planning model is an iterative learning process for all parties involved and is most effective when mechanisms and processes to develop a co-management agreement are situational and contextually appropriate to each location and aboriginal group involved. Co-management agreements should be valued as interim forms that bridge restrictions on and exclusion of aboriginal peoples’ use and influence in relation to land and natural resources, on one side, and complete control through self-government, on the other. This practicum assesses levels of co-management for two case studies by: reviewing relevant literature, analyzing the co-management agreements and plans of management and surveying key personnel at Uluru – Kata Tjuta National Park in Australia and the Gwaii Haanas National Park Reserve and Haida Heritage Site in Canada. The study does conclude that the degree of involvement of aboriginal participation is still wanting, but is higher than it would be if no such framework had been applied. To achieve the full benefits of equality in power distribution, the author suggests that co-management at the highest level should be negotiated either within or as part of land claims agreement or as part of a land title transfer to traditional owners.

Co-management agreements for land and resource management can be viewed as emerging forms of a participatory planning model. They strive for equal aboriginal involvement and result not only in more equitable management strategies, but also incorporate aboriginal worldviews and traditional knowledge. This type of planning model is an iterative learning process for all parties involved and is most effective when mechanisms and processes to develop a co-management agreement are situational and contextually appropriate to each location and aboriginal group involved. Co-management agreements should be valued as interim forms that bridge restrictions on and exclusion of aboriginal peoples’ use and influence in relation to land and natural resources, on one side, and complete control through self-government, on the other. This practicum assesses levels of co-management for two case studies by: reviewing relevant literature, analyzing the co-management agreements and plans of management and surveying key personnel at Uluru – Kata Tjuta National Park in Australia and the Gwaii Haanas National Park Reserve and Haida Heritage Site in Canada. The study does conclude that the degree of involvement of aboriginal participation is still wanting, but is higher than it would be if no such framework had been applied. To achieve the full benefits of equality in power distribution, the author suggests that co-management at the highest level should be negotiated either within or as part of land claims agreement or as part of a land title transfer to traditional owners.

Institutional investors and corporates are constantly looking to achieve double digit yields in relation to investments in traditional real estate assets. With retail, office and residential property under pressure the study set out to determine how hotels perform compared to traditional property investment asset classes in terms of investment yields during different stages of the property cycle, and whether investors (property developers and institutional investment funds) are considering the hospitality sector for investment or diversification of current portfolios. Furthermore, to determine how aligned the commercial banks, Development Funding Institutions (DFI) and Section 12J funds are with funding single hotel assets versus portfolio lending, and what their requirements are. As an exploratory study, interviews were conducted to obtain in- depth and rich information from purposively selected respondents with experience in the sector after completing a preparatory questionnaire. Respondents included property developers, investors, financiers, tour operators and hotel operators. Results confirmed that both developers and investment funds are indeed considering hotels as an alternative investment since the yields are favourable when compared to other asset classes, yet with a longer investment horizon. Hotels required time to stabilise and at this point an expected yield should be higher than 12.5% which is higher than initial yields for traditional commercial properties. Historically, hotels investors were very specific in their investment asset classes and usually purely focused on hospitality assets (specialist investors). This has now changed with an increase in generalist investors coming to the market with exposure in a diversity of asset classes including the hospitality sector. Funding challenges, due to the operational risk associated with Hotel Management Agreements (HMA) is perceived by both financiers and developers or investors. Leases are the preferred income model but are seldom available in the hospitality sector and often those that are made available, may not provide the strong covenants required by financiers and developers/investors. Alternative funding is available in the form of Section 12J VCC’s or from DFI’s but both have their limitations as became apparent in the results. Recommendations for further research include funding challenges for a development or acquisition strategy at a single asset and portfolio level, and expansion to Sub-Saharan Africa as it impacts many investors and international hotels brands with exposure in these regions. / Dissertation (MSc (Real Estate))--University of Pretoria, 2021. / Construction Economics / MSc (Real Estate) / Unrestricted

Pratiqués depuis les années 1970, les accords de gestion connaissent une fulgurante ascension. Devenus un instrument de promotion d’une gestion pacifiée des relations sociales, leurs conclusions sont évoquées par la presse généraliste. « Le nouveau contrat social » ou « l’accord de compétitivité », respectivement conclus au sein des groupes PSA et Renault, illustrent bien la diffusion de ces pratiques. Pourtant, l’analyse juridique dominante bute devant la très grande originalité de ces accords. Rarement identifiés pour leurs propriétés intrinsèques, guère plus définis par des critères précis, les accords de gestion constituent au mieux une figure juridique évanescente. Les consécrations du plan de sauvegarde de l’emploi conventionnel, de l’accord de méthode, de « l’accord social d’accompagnement », de l’accord de gestion des emplois et des parcours professionnels, de l’accord de performance collective, des « plans de départs provoqués » et de l’accord portant rupture conventionnelle collective invitent pourtant à caractériser l’existence d’un objet d’étude particulier. / Practiced since the 1970s, management agreements are experiencing a meteoric rise. Become an instrument for promoting a peaceful management of social relations, their conclusions are evoked by the mainstream press. "The new social contract" or "the competitiveness agreement", respectively concluded within the PSA and Renault groups, illustrate the diffusion of these practices. However, the dominant legal analysis stumbles against the very originality of these agreements. Rarely identified for their intrinsic properties, hardly defined by specific criteria, management agreements are at best an evanescent legal figure. Consecrations of the plan of safeguarding the conventional employment, the agreement of method, the "social agreement of accompaniment", the agreement of management of the jobs and the professional paths, the agreement of collective performance However, "plans of induced departures" and the agreement of collective collective rupture invite us to characterize the existence of a particular object of study.