Forests Sourcebook - HCV Resource Network

manage expectations, and address grievances. Given the range
and variation of stakeholders, this frequently involves the
development and implementation of a communication
strategy that takes into account various audiences, culturally
appropriate forms of communication, and provisions for twoway
communication flows. Conflict management involves
capacity and skill development. Grievance procedures
frequently build on existing mechanisms and consideration of
informal customary mechanisms is particularly important.
Indigenous Peoples’ organizations, NGOs, academics, and
others with appropriate experience and skills may play an
important facilitation role in developing participatory
processes and addressing social and environmental concerns
related to Indigenous Peoples. If appropriate Indigenous Peoples’
organizations or local NGOs cannot be identified, it may
be necessary to consider arranging for services from national
or international Indigenous Peoples’ organizations or NGOs,
building the capacity of existing local Indigenous Peoples’
organizations and NGOs, or hiring consultants with comparable
skills. It is important to be aware of external organizations
that may claim to represent Indigenous Peoples and to
confirm their legitimacy and acceptance by the affected communities.
Irrespective of the entity contracted, it is important
that it is acceptable to the affected communities, and is able to
facilitate trust and cooperation. Good communication, coordination
arrangements, and strategies that encourage ongoing
learning and evolution in relationships will be key to successful
partnerships with Indigenous Peoples’ organizations,
NGOs, and other civil society institutions.
Social assessments in project design for Indigenous
Peoples and forests. Detailed social assessment of issues
pertaining to Indigenous Peoples and forests is needed to
inform project design. Forest projects provide opportunities
as well as risks for Indigenous Peoples. These should be
assessed thoroughly during project preparation, as part of the
social assessment and as part of free, prior, and informed
consultation processes, and addressed in project design and
the design and implementation instruments used to address
Indigenous Peoples’ concerns. The specific relationship
between Indigenous Peoples and the environment in the
project area should be investigated, including aspects of
natural resource use practices that may enhance or diminish
biodiversity and natural resources, keeping in mind that
sometimes assumptions about such practices can be
misguided, politically motivated, or based on values of the
dominant cultural model rather than the reality in specific
situations. It is important that interventions be based on
reliable facts obtained with the participation of local
communities and through field-based biological and social
assessments.
The social issues concerning Indigenous Peoples and
forests are extensive and complex. Key issues include rights to,
and conflicts over, forest resources, local livelihoods and natural
resource management practices, social organization and
sociocultural diversity, indigenous knowledge, gender and
intergenerational issues, social and political risks, and vulnerabilities
of local communities. (See World Bank 1997, World
Bank 2005, and section II of this Sourcebook for more details
on social analysis in natural resource management projects.)
Institutional and stakeholder analysis. Institutional
and stakeholder analysis helps identify opponents and
proponents of project activities. It also identifies norms,
rules, and behavior that may enhance or hinder successful
project implementation. Forest management involves
multiple stakeholder interests. In most countries, balancing
competing interests and objectives is and will remain a
constant challenge in forest management. While often one
can find “win-win” solutions, at other times addressing
these various interests involves inherent tradeoffs and
significant risks to project outcomes.
The interests, values, capacities, and dependency on forest
resources of Indigenous Peoples’ communities vary.
There can be a variety of indigenous groups or subgroups
that have different experiences and capabilities in forest
management. Levels of cultural homogeneity, social cohesion,
social inclusion, familiarity with and management
skills in a cash economy, ability to defend interests in forests,
and forest management practices may vary. All these differences
lead to different priorities regarding forest management
that have to be negotiated and addressed in project
design and implementation. Adding to this complexity,
many Indigenous Peoples today live in mixed communities
together with, or in close proximity to, other social groups.
Recognizing customary tenure systems. Community
resource management mechanisms under customary tenure
systems are recognized as having great potential in helping
mitigate negative social and environmental impacts of
development. Customary tenure is supported through
growing recognition of legitimate rights to land and natural
resources of Indigenous Peoples and other forest-dependent
communities (see also note 1.4, Property and Access Rights).
Indigenous customary tenure structures are generally
communal, indigenous rights are usually collective rights,
and Indigenous Peoples more often than not claim some
form of collective tenure. Separating indigenous commu-
NOTE 1.3: INDIGENOUS PEOPLES AND FORESTS 43