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Social accountability and community forest management: the failure of collaborative governance in the Wombat Forest
- DOI:
- 10.1080/09614520903220800
pages 1052-1063
Available online: 20 Oct 2009Abstract
This article presents a critical analysis of what caused the failure of Australia's first Community Forest Management (CFM) trial. We explore how ‘community’ was conceptualised and represented through the dynamic CFM process, leading to contradictions and conflicts that could not be resolved. We examine the governance structures and institutions that were created to try to enable community participation in forest management. Ambiguity and uncertainty in the power and purpose of the CFM organisation, as well as power relationships within the organisation, all contributed to conflicts that eventually tore the CFM process apart.
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- Available online: 20 Oct 2009
Author affiliations
- a PO Box 10907 Adelaide Street, Brisbane, Queensland, Australia, 4000
- b School of Geography and Environmental Science, Monash University, Building 11, Vic, Australia, 3800 E-mail:
Author biographies
Nathanial Matthews (corresponding author) is the Education and Research Officer at the International WaterCentre in Brisbane. He lectures on Integrated Water Management at the University of Queensland.
Bruce Missingham is an anthropologist and lecturer in the International Development and Environmental Analysis Program of Monash University.
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