Societies produce the space in which they operate through social practices that visualize, administer, and use lands and resources. Because Native peoples have held relatively little political power, their ability to influence the production of space has received little attention. Yet the superimposition of Euro-Canadian social practices onto Native spaces rarely erased native spatiality, but rather created a territory made up of shared and hybrid spaces which resulted from the interaction of Native and Euro-Canadian societies. This paper suggests that the social processes involved in the production of space are perhaps most visible when two parties are negotiating the allocation and management of lands and resources. In the 1970s the Tl'azt'en engaged in negotiations over the construction of a railway through their territory. Through the negotiations Jl'azt'en social and economic goals were inscribed to a significant degree in the spatial organization of the territory. Like current treaty negotiations, the 1970s negotiations involved compromises by both parties, and resulted in the creation of new hybrid social spaces which reflected the goals and strategies of both groups. Les societes produisent l'espace dans lequel elles operent a travers des pratiques sociales qui visualisent, administrent et utilisent les terres et les ressources. Parceque les peuple Natifs ont eu relativement peu de pouvoir politique, leur capacite a influenter la production de l'espace a recu peu d'attention. Cependant, /'imposition de pratiques sociales Euro-Canadiennes sur les espaces Natfs a rarement efface la spatialite indigene, mais a plutitCree un territoire compose d'espaces partages et h ybrides, resultat de l'interaction des societes indigenes et Euro-Canadiennes. Cet expose suggere que les procedes sociaux impliques dans la production de I'espace sont peut-irre plus visibles quand deux partis negocient l'allocation et la gestion des terres et des ressources. Dans les annees 70, le peuple Tl'azt'en s'est engage dans des negociations au sujet de la construction d'un chemin de fer a travers leur territoire. Dans ces negociations, les buts sociaux et economiques du Tl'azt'en furent inscrits a un degre significatif dans l'organisation spatiale du territoire. Comme les presentes negociations de traite, les negociations des annees 1970 ont implique des compromis par les deux partis, et ont resulte a la creation de nouveaux espaces sociaux hybrides qui refletaient les buts et strategies des deux groupes.
The John Prince Research Forest (JPRF) was established as a co-managed forest between Tl'azt'en Nation and the University of Northern British Columbia, as an opportunity for these partners to blend their respective ways of understanding and managing forests to contribute to ecological and social sustainability. Using four criteria of successful comanagement reported in the literature as critical to the early stages of partnership -partnership building, institutional structure, decision-making, and capacity -we discuss the JPRF's performance during the first half-decade of its existence. The JPRF's early experience provides an example of the evolution of a co-management relationship that, while facing constraints and challenges in regard to some of the criteria, has provided the foundation for a strong future partnership.Key words: co-management, research forest, Aboriginal, First Nation, British Columbia, criteria and indicators (C&I), community forestry, forest management, joint venture, Tl'azt'en Nation, traditional environmental knowledge, forest tenure, partnerships RÉSUMÉ La Forêt de recherche John Prince (JPFR) a été mise en place en tant que forêt en co-gestion entre la Nation Tl'azt'en et l'Université du Nord de la Colombie-Britannique, afin de permettre à ces partenaires d'utiliser en commun leur façon de comprendre et d'aménager les forêts dans le but de contribuer à la durabilité écologique et sociale. En utilisant quatre critères de co-gestion requis pour atteindre le succès tels que décrits dans la littérature en tant qu'éléments critiques dès les premières étapes du partenariat -l'élaboration du partenariat, la structure institutionnelle, la prise de décision et la capacité d'action -nous faisons état de la performance de la forêt de recherche après ses cinq premières années d'existence. L'expérience initiale de la JPRF constitue un exemple de l'évolution d'une relation de co-gestion qui, malgré les contraintes et les défis rencontrés relativement à certains critères, a permis l'établissement d'un solide partenariat pour les années à venir.Mots clés : co-gestion, Autochtones, Première Nation, Colombie-Britannique, critères et indicateurs (C & I), foresterie communautaire, aménagement forestier, co-entreprise, Nation Tl'azt'en, connaissance traditionnelle de l'environnement, tenure forestière, partenariat For personal use only.
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