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174 • Herlina Hartanto resources. The results of the stakeholder analysis, using the ‘Who Counts Matrix’ developed by Colfer et al. (1999), revealed numerous stakeholders (Table 6-1) with complex and dynamic interactions. Furthermore, the PO members were only a small fraction of the population. In Palawan, the cooperative had only 433 members, or 12 percent of the community; in Bukidnon, the Basac association had only 180 members, or about 4.5 percent of the total. Table 6-1. Stakeholders in Palawan and Bukidnon sites San Rafael, Tanabag and Concepcion, Palawan Community groups San Rafael, Tanabag, Concepcion Multi- Purpose Cooperative Fishermen’s Association Women’s Group Government institutions DENR and its provincial office and community-level office Local government units at the barangay, city and provincial levels Palawan Council for Sustainable Development Basac, Bukidnon Basac Upland Farmers’ Association Inc. Council of Elders Basac Tribal Farmers’ Association Basac Association’s women’s group DENR-Integrated Protected Areas System Local government units at the barangay and municipal levels Protected Area Management Board Nongovernmental institutions Budyong Rural Development Foundation Enterprise Works Worldwide Environmental Legal Assistance Centre Haribon Foundation Kitanglad Integrated NGOs Barangay Integrated Development Assistance for Nutrition Improvement World Agroforestry Centre Heifer International The assessment conducted by the two ACM teams also found a low level of collaboration between the POs and other stakeholders in the area, and in Palawan, there was also a history of conflict amongst them. The most intense conflict involved the cooperative, a concessionaire that had held the rights to extract almaciga resin before management rights had been granted to the cooperative, and the barangay captains who politically supported the concessionaire. The concessionaire was no longer able to operate in the
Chapter 6: Facilitating Change from the Inside in the Philippines • 175 area because DENR had not renewed its extraction rights. Nevertheless, the unresolved conflict between the barangay captains and the PO affected the cooperative’s ability to implement its forest management activities and engage the wider community (Lorenzo 2001). In Bukidnon, although there was no history of intense conflict between the PO and other stakeholders, the association had been unable to establish networks with others, such as such as the Council of Elders and Basac Tribal Farmers’ Association. Furthermore, there was a lack of trust between community members and barangay officials. The community members tended to hold back their opinions at meetings. Information sharing was also limited: the barangay leaders did not always share information widely with other community members (Arda-Minas 2002). The team found that prior to the ACM project, the POs’ conscious learning and adaptation of forest management strategies to the broader socio-economic and political shifts had been slight. Reflections on past experiences were limited to discussions at meetings, and lessons were rarely incorporated into subsequent actions. In Palawan, it appeared that the POs occasionally reflected on their past experience. Nevertheless, the processes were limited to the board of directors and a few members and did not include other stakeholders. The learning processes and their links to subsequent strategies were not obvious (Arda-Minas 2002; Lorenzo 2002). ACM process and elements Prioritisation of local issues In the first six months of the ACM project, the team members familiarised themselves with local conditions and built trust with local stakeholders. During this immersion period, the team also collected information on biophysical and socio-economic conditions of the area and assessed to what degree collaboration and adaptation had been used by the people’s organisations in past community forestry activities. Conventional and participatory data collection methods were used. The information served as baseline against which the team assessed the improvement contributed by ACM processes at the end of the project. Next, using a participatory process, the team asked the POs and representatives of local stakeholders to identify and prioritise the local
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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 4: Improving Forest Quality
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CIFOR is a leading international fo
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