The direction of this research is directed by the question ‘How well is co-management working?’ within the context of the arrangements between government agencies and an Indigenous organization. The Girringun Aboriginal Corporation represents the interests of nine Traditional Owner groups and has been involved in working through regional natural resources and protected areas partnerships with government over many years. These partnerships include an Indigenous ranger unit, Australia’s first Traditional Use of Marine Resources Agreement, and the plans for an Indigenous Protected Area, which will be the first over a mainstream multi-tenure area, as well as the first to incorporate both land and sea country. Girringun country is located in Northern Queensland Australia, at the coastal interface of the Wet Tropics and Great Barrier Reef eco regions, which are World Heritage Areas represented by their respective authorities. Other tenures include public freehold lands, State forests and reserves, and National parks.

The direction of this research is directed by the question ‘How well is co-management working?’ within the context of the arrangements between government agencies and an Indigenous organization. The Girringun Aboriginal Corporation represents the interests of nine Traditional Owner groups and has been involved in working through regional natural resources and protected areas partnerships with government over many years. These partnerships include an Indigenous ranger unit, Australia’s first Traditional Use of Marine Resources Agreement, and the plans for an Indigenous Protected Area, which will be the first over a mainstream multi-tenure area, as well as the first to incorporate both land and sea country. Girringun country is located in Northern Queensland Australia, at the coastal interface of the Wet Tropics and Great Barrier Reef eco regions, which are World Heritage Areas represented by their respective authorities. Other tenures include public freehold lands, State forests and reserves, and National parks.

Thesis (Ph. D.)--University of Washington, 1994. / Vita. Includes bibliographical references ([278]-290 leaves ).

The creation of working relationships between First Nations and non-First Nation peoples is the focus of the Common Land, Common Ground movement, which created partnership between the municipality of Kenora, three nearby First Nation reserves and the Grand Council of Treaty #3. This research explored, through the concept of Sense of Place (SOP), connections and visions people have regarding land gifted to this partnership on Tunnel Island (TI) in Kenora. Data were collected through interviews, modified focus groups, and participant observation. Results are organized into three themes, with ‘Connections’ revealing representations of people’s sense of place of TI, ‘Perspectives’ outlining people’s views about TI, and ‘Visions’, establishing people’s thoughts on the future of TI. Recommendations include: using SOP research to authentically engage people in place connections to allow for holistic participation and engagement and recognizing at a institutional level that increased awareness and participation will not result in homogenized agreements.

The creation of working relationships between First Nations and non-First Nation peoples is the focus of the Common Land, Common Ground movement, which created partnership between the municipality of Kenora, three nearby First Nation reserves and the Grand Council of Treaty #3. This research explored, through the concept of Sense of Place (SOP), connections and visions people have regarding land gifted to this partnership on Tunnel Island (TI) in Kenora. Data were collected through interviews, modified focus groups, and participant observation. Results are organized into three themes, with ‘Connections’ revealing representations of people’s sense of place of TI, ‘Perspectives’ outlining people’s views about TI, and ‘Visions’, establishing people’s thoughts on the future of TI. Recommendations include: using SOP research to authentically engage people in place connections to allow for holistic participation and engagement and recognizing at a institutional level that increased awareness and participation will not result in homogenized agreements.

Zugl.: Braunschweig, Wolfenbüttel, Fachhochsch., Studienarbeit, 2006

The North Sea Regional Advisory Council serves as a case study. Established during the 2002 Common Fisheries Policy, the North Sea Regional Advisory Council (NSRAC) offers stakeholder participation in the decision-making process. Its establishment was to some extent an experiment based on a leap of faith that better governance could help the ailing fisheries policy. A short analysis reveals the shortcomings of the previous fisheries policy, all of which root in the discrepancy between political motivation and legal objectives. The 'Tragedy of the Commons' suggests that democracy might indeed not be perfect for fisheries management. Past decision-making procedures in the European Community lent themselves to state competition and 'tragic' decision-making in the Council. In this situation, Regional Advisory Councils were hoped by some to provide self-regulation fora. EC/ EU constitutional law prevents this. The Common Fisheries Policy requires balancing of highly diverse interests. The NSRAC is not suited for such balancing, due to its (enshrined) industry majority. Nevertheless the NSRAC has already made valuable contributions and offers some potential for more. The double-bind between decision-makers and grass roots fishermen incentivises industry representatives in the NSRAC to propose conservation measures. They are less inclined to be hard-handed on the industry, though. NSRAC members stepped beyond 'stalling tactics' with regard to scientific assessments and proactively support them. In return, the decision-making system needs to acknowledge NSRAC commitment and provide sufficient funds.

Thesis (Ph. D.)--Indiana University, 2000. / Adviser: Emilio Moran. Includes bibliographical references.

Co-management of fisheries in the Inuvialuit Settlement Region (ISR) began with the establishment of the Fisheries Joint Management Committee (FJMC) in 1986, one of the provisions of the Inuvialuit Final Agreement (IFA) signed in 1984. The agreement between the Inuvialuit and the Canadian Government with regards to renewable resource management was arranged as a collaborative management process that included knowledge and insight from both sides. This thesis uses the case of beluga entrapment in the Husky Lakes, NWT, to explore how co-management between the Tuktoyaktuk Hunter and Trapper Committee (HTC) and the Department of Fisheries and Oceans (DFO) has changed through time in structure and process, and to determine what impacts co-management has had on Inuvialuit involvement in management. Additionally, the linkage between co-management and adaptive capacity at the local level is analyzed in order to better understand how Inuvialuit involvement in fisheries management can have beneficial impacts on cultural preservation, youth education, and employment. This study employed the use of mixed qualitative and quantitative methods within a participatory approach, which aimed at including the community of Tuktoyaktuk in every step of the research process. Qualitative methods included informal discussions, semi-directed interviews, participant observation, and document analysis. Community research partners were also essential in accessing information and interviews. The quantitative method used in this study was the use of questionnaires for Social Network Analysis (SNA) in attempting to describe the changes in the management network over time.

Co-management of fisheries in the Inuvialuit Settlement Region (ISR) began with the establishment of the Fisheries Joint Management Committee (FJMC) in 1986, one of the provisions of the Inuvialuit Final Agreement (IFA) signed in 1984. The agreement between the Inuvialuit and the Canadian Government with regards to renewable resource management was arranged as a collaborative management process that included knowledge and insight from both sides. This thesis uses the case of beluga entrapment in the Husky Lakes, NWT, to explore how co-management between the Tuktoyaktuk Hunter and Trapper Committee (HTC) and the Department of Fisheries and Oceans (DFO) has changed through time in structure and process, and to determine what impacts co-management has had on Inuvialuit involvement in management. Additionally, the linkage between co-management and adaptive capacity at the local level is analyzed in order to better understand how Inuvialuit involvement in fisheries management can have beneficial impacts on cultural preservation, youth education, and employment. This study employed the use of mixed qualitative and quantitative methods within a participatory approach, which aimed at including the community of Tuktoyaktuk in every step of the research process. Qualitative methods included informal discussions, semi-directed interviews, participant observation, and document analysis. Community research partners were also essential in accessing information and interviews. The quantitative method used in this study was the use of questionnaires for Social Network Analysis (SNA) in attempting to describe the changes in the management network over time.