Environmental research is often conducted independently of the community in which the environment is situated, with transfer of results into policy and on-ground action occurring independently of the community's interests or aspirations. Increasingly the need for greater community involvement in the research process has been recognized. For community members, however, such engagement usually involves trade-offs. While it is often assumed that community members should participate voluntarily because they will gain from the research, any benefits from knowledge, understanding and a capacity to influence the research have to be offset against time and potential loss of unremunerated intellectual property. We argue, using case studies from tropical Australia and Africa, that a more effective means of engagement and knowledge transfer is training and remuneration of community members as coresearchers. This engagement is much more than payment for labor-it is investment in local intellectual property and requires researcher humility, power-sharing and recognition that access to research funding provides no moral or intellectual authority. Further, we argue that, for effective adoption of research results, community members need to be part of negotiated agreements on the initial nature of the research to ensure it answers questions of genuine local relevance and that local researchers have the capacity to place locally conducted research into a wider context. We argue that immediate rewards for involvement not only secure engagement but, where appropriate, are likely to lead to effective implementation of research results, enhanced local capacity and greater equity in intellectual power-sharing.
ABSTRACT. Joint management of protected areas is promoted in many countries around the world. It is considered a means to provide local communities, including indigenous people, with recognition of their cultural practices in the use and management of the natural resources within a protected area, while working together with governments to achieve conservation goals. However, implementation of effective joint management has often been difficult because capacities and expectations among partners differ. Here we explore the potential of using a participatory monitoring and evaluation approach as a means of not only agreeing among partners on the objectives of joint management but also of measuring progress toward those objectives. In particular, we first describe the process used to develop criteria and indicators for measuring joint management effectiveness of a protected area in the Northern Territory, Australia, involving the park's Aboriginal Traditional Owners, their legal representatives, government, and researchers. We then analyze the process of applying a participatory approach to developing indicators and its contribution to improving equity among the partners. We consider the effectiveness of a participatory process within the context of the relationships, capacities, skills, communication, and cross-cultural information sharing. We found that at the early stages of joint management, the partners mostly identify process indicators related to human and social capital assets. Cross-cultural engagement in the early stages of the monitoring and evaluation cycle is challenged by issues relating to communication, institutional and community capacities, representation, and flexibility in ways of working together while learning by doing. We conclude, however, that a participatory monitoring and evaluation approach in which partners agree equally on the identification of criteria and indicators to measure agreed management outcomes has the potential of improving equitable participation, decision making and working relationships, which in turn will lead to improved park management effectiveness and community outcomes.
Risks and challenges associated with recurring natural hazards (especially wet season cyclonic and flooding events; dry season extensive savanna fires) facing remote north Australian Indigenous communities are well recognised. Less well appreciated are longer-term challenges required for building community resilience in the face of responding to natural hazards. We report on detailed surveys of community perceptions of resilience undertaken in two communities, Ngukurr and Gunbalanya, in northern Australia. This assessment highlights the critical challenge for government authorities to effectively engage with remote communities. We then address the equally challenging issue of enhancing resilience through building enterprise opportunities. Currently, only few employment opportunities exist in either community. Based on experience with market-based savanna burning greenhouse gas emissions abatement projects in north Australia, we illustrate the potential for ecosystem service-based enterprises to deliver culturally appropriate employment, which offers evident benefits for local communities in preparing for, responding to, and recovering from major natural disaster events.
Northern Australia is prone to recurring severe natural hazards, especially frequent cyclones, flooding, and extensive wildfires. The region is sparsely populated (≪ 0.5 persons km−2), with Indigenous (Aboriginal) residents comprising 14% of the population, and typically the majority in remote regions. Despite national policy committed to addressing emergency management (EM) in vulnerable Indigenous communities, implementation remains unfunded. We synthesise participatory intercultural research conducted over seven years exploring core challenges, opportunities and potential solutions towards developing effective EM partnerships. Similar EM engagement and empowerment issues face First Nations and local communities in many international settings. In search of solutions, we explore developing effective partnership arrangements between EM agencies and culturally diverse Indigenous communities. Observing that government already provides substantial investment in cultural and natural resource management programmes conducted by over 150 Indigenous Ranger Groups (IRGs) nationally, we demonstrate that expansion of IRG roles to incorporate EM community engagement and service delivery can provide multiple cost-effective community and business development benefits for many remote communities.
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