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Collaborating to Compete-The Governance Implications of Stakeholder Agendas at Mount Pulag National Park, the Philippines

机译:参与竞争-菲律宾Pulag国家公园利益相关者议程的治理意义

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Regional planning has long sought to manage places that extend across political boundaries. The international trend to decentralize governance and promote co-management of protected areas is consistent with emerging collaborative spatial planning theory (Healey, 1997, 1999, 2006), which suggests that through dialogue, parties assert multiple cultural perspectives, share knowledge, and forge shared landscape values as the basis of decisions. As a form of collaborative spatial planning, co-management specifies shared resource management power between national government and one or more local or indigenous communities. Both approaches assume decentralized governance systems. Although critics fault collaborative planning for glossing over historical and cultural contexts, and for ignoring power in decision making, few case studies ask why partners participate or how specific decentralized governance institutions affect plan implementation. This paper draws from a study of co-management at Mount Pulag National Park, the Philippines-a shared indigenous cultural landscape that was to be managed by a board representing multiple local, indigenous, and national jurisdictions. Tracing road decisions by two municipal partners, the paper summarizes how and why major stakeholders adopted and then circumvented protective policies by building duplicative road projects across fragile forests. In this context of changing indigenous rights, the same decentralization laws that enabled co-management also rewarded competition and strategic behavior that weakened the collaborative and fragmented the shared landscape. The case demonstrates the need to interrogate, rather than assume the benefits of decentralized governance and to study why stakeholders participate before relying on voluntary collaboration to manage regional landscapes. The initial version of this paper was presented to the 2006 annual meetings of the Association of Collegiate Schools of Planning, Fort Worth, Texas.
机译:长期以来,区域规划一直试图管理跨越政治边界的地方。权力下放和促进对保护区的共同管理的国际趋势与新兴的协作空间规划理论相一致(Healey,1997,1999,2006),该理论表明,通过对话,各方可以主张多种文化观点,共享知识,并建立共享景观价值作为决策的基础。作为协作空间规划的一种形式,共同管理指定了国家政府与一个或多个本地或土著社区之间共享的资源管理权。两种方法都假定分散的治理系统。尽管批评家指责协作计划是为了掩盖历史和文化背景,而忽略了决策权,但很少有案例研究询问合作伙伴为何参与或特定的分散治理机构如何影响计划的实施。本文来自对菲律宾Mount Pulag国家公园的共同管理的研究,这是一种共享的土著文化景观,该文化景观将由代表多个地方,土著和国家辖区的委员会管理。该文件追踪了两个市政合作伙伴的道路决策,总结了主要利益相关者如何以及为什么通过在脆弱森林中建设重复的道路项目来采用并绕开保护政策。在土著权利不断变化的背景下,实现共同管理的权力下放法也奖励了竞争和战略行为,削弱了合作和共享环境。该案例表明,有必要审问而不是承担分散治理的好处,并研究利益相关者为何参与,然后依靠自愿协作来管理区域景观。本文的初稿已提交给得克萨斯州沃思堡的规划学院学院联盟2006年度会议。

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