Decentralization of governance is an emerging trend in many natural resource sectors in both developed and developing countries. Despite the normative agenda of community-based natural resource management for social and ecological outcomes, a shift to multilevel or polycentric theorizing is warranted. Polycentric governance recognizes the importance of cross-scale interactions, as well as the horizontal and vertical institutional linkages of authority, networks, and markets in which community institutions are embedded. Based on qualitative community forestry research in Revelstoke, British Columbia, Canada, this article explores the themes of livelihood and local economy, collaborative forest planning and participation, and environmental governance. Bottom-up empirical evidence suggests that viewing community forestry through a polycentric governance network is necessary for theorizing complex cross-scale dynamics. Incentivizing policies that encourage the development of polycentric systems for natural re...

From Community Forest Management to Polycentric Governance: Assessing Evidence from the Bottom Up

Understanding ‘successful’ conflict resolution: Policy regime changes and new interactive arenas in the Great Bear Rainforest

Known for a large concentration of unlogged watersheds and the presence of the white spirit bear, British Columbia's Central Coast was also a key site in a larger re-imagining of the possibilities for government-to-government (G2G) planning between Indigenous peoples (First Nations) and the state. This paper explores the evolution of G2G planning: how external forces within the broader institutional system were interpreted and embodied in the strategic actions of various collaborative actors. Significant legal changes coalesced with an unstable timber market to fundamentally alter the discursive and political terrain of British Columbian natural resource planning. New coalitions and alliances were formed, and previously held conventions regarding both the process and outcomes of planning were challenged. These changes are analysed through the Institutional Capacity Development Framework, which frames institutional change as a measure of actors' ability to mobilise existing and emergent institutional resou...

Indigenous State Planning as Inter-Institutional Capacity Development: The Evolution of “Government-to-Government” Relations in Coastal British Columbia, Canada

Setting boundaries of participation in environmental impact assessment

How to build stakeholder participation in collaborative urban freight planning

An innovative model of collaborative planning that delegates responsibility for plan preparation to a two-tier stakeholder process to accommodate the special position of aboriginal groups is evaluated based on a participant survey using 25 evaluative criteria. The two-tier collaborative model was comprised of one negotiating table involving all stakeholders and First Nations that sent recommendations to a second negotiating table comprised of only First Nations and government. The two-tier model was used to develop a plan for the internationally significant Great Bear Rainforest in British Columbia, Canada. The two-tier process reached a consensus agreement resulting in significant changes to land use and regional governance structures in the study area. Overall, the results show that a two-tier model can help collaborative planning be successful in complex stakeholder environments involving significant differences in values, culture, and legal entitlement.

Collaborative Planning in Complex Stakeholder Environments: An Evaluation of a Two-Tiered Collaborative Planning Model

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Collaborative Planning in Complex Stakeholder Environments: An Evaluation of a Two-Tiered Collaborative Planning Model