Social accountability and community forest management: the failure of collaborative governance in the Wombat Forest

Abstract

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.

Keywords:

• Environment
• Governance and Public Policy
• Oceania and Japan

Acknowledgements

We would like to thank all the participants in the Wombat CFM initiative who shared their experiences for this study.

Notes

This article is based on interviews with 20 key participants in Wombat CFM during 2007, field visits and discussions with key stakeholders from 2004 to 2007, and analysis of Wombat CFM project documents such as the newsletter Wombat News and Views and CFM meeting minutes.

Additional information

Notes on contributors

Nathanial Matthews

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

Bruce Missingham is an anthropologist and lecturer in the International Development and Environmental Analysis Program of Monash University.