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140 • Eva Wollenberg, Ramses Iwan, Godwin Limberg, Moira Moeliono, Steve Rhee and Made Sudana government, as well as weak documented historical claims to lands, and are always the weaker partner in alliances with other ethnic groups 10 . ACM Research Project The post-1998 reforms created an atmosphere of eagerness and optimism for change. In Malinau, ethnic divides and competition across all sectors of society during the reforms created the potential for forest-dependent communities to be persistently marginalised, excluded from power or exploited vis-à-vis their access to the forest and participation in government decisions. In this context CIFOR’s adaptive collaborative management project sought to empower local communities to increase their access to and control over forest benefits and decisions. The ACM Malinau team’s objectives were to facilitate communities to work with other stakeholders to achieve these ends: • to increase awareness about their opportunities; • to know and confidently express their needs and opinions; • to manage conflict and negotiate for their demands more effectively; and • to understand how to use and influence political decision making in relation to their interactions with local government, local companies and other villages or ethnic groups. Different from the other cases in this book, this project team did not seek to test ACM approaches to understand their effectiveness. Thus we did not facilitate communities’ development and use of indicator-based monitoring systems with different stakeholders or promote collaborative management per se. We sought instead to help communities create systems for settling differences among themselves (e.g., over boundaries and effective representation) and to negotiate with external parties to reach agreements that were more just. We also sought to stimulate shared learning among stakeholders and generate experience-based lessons for dissemination to a broader audience. As facilitators, we worked to build capacities for managing conflict among stakeholders, increase accountability of the representatives of community groups and serve as a bridge to connect communities with each other and with other stakeholders. In doing so we tried to promote more communication, joint learning and deliberation among communities as
Chapter 5: Muddling Towards Cooperation in Malinau • 141 well as between communities and government. We did not create a single formal collective body or multistakeholder organisation, believing that in this context such a formal body would be artificial, ineffective and possibly coopted by powerful interests. Although fostering such formal institutions may be one way to secure long-term impacts, we sought to work instead through more informal linking of existing institutions and build new and, we hoped, enduring patterns of engagement among them. Initiated in 1998, our work has had five components. These built up over time, with each serving as a layer that augmented previous components. We have remained active in all components to different extents. 1. Village surveys and monitoring by research teams We conducted our initial surveys in 1998 to orient ourselves to design locally relevant programs. We found it useful, however, to revisit villages at three- to six-month intervals to monitor reform developments and changing conflicts over access to forest. We sometimes conducted monitoring and reporting jointly with villagers or government officials. We shared results through informal newsletters. The monitoring was as important for the rapport it established with villagers as for the information it produced. The monitoring was a learning process for local stakeholders as much as for us. 2. Participatory mapping and village agreements 11 In response to local interest in demarcating customary lands, we facilitated conflict mediation and mapping among the 27 villages from January to July 2000. We purposefully worked with the communities rather than with local government or industry to empower villagers as a group and build trust. We did, however, emphasise to communities that their boundaries needed to be negotiated with and approved by the government. The team was not able to complete the mapping because of communities’ continual requests for changes in boundaries and the lack of information about how to formally recognise the boundaries. The district government was also not ready to endorse or carry on the mapping and began to treat us as a threat to their authority. During this phase we initiated an annual meeting of representatives from all 27 villages in the watershed to discuss their needs and the changes brought
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Adaptive Collaborative Management o
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Copyright © 2007 by Center for Int
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iv • Contents Chapter 5. Muddling
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vi • Foreword problem solving. Th
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viii • About the Contributors God
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Acknowledgements In early 1999, two
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Chapter 1. Introduction: People, Fo
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Chapter 1: Introduction: People, Fo
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Chapter 2: Adaptive Collaborative M
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Chapter 3: Adaptiveness and Collabo
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Chapter 6: Facilitating Change from
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Chapter 7: Discussion and Conclusio
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CIFOR is a leading international fo
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