Environmental Engineering Reference
In-Depth Information
management objectives depends on the extent to which
these policies and practices account for the complexities
inherent in these systems. This is especially true given the
fact that management of mangrove ecosystems is compli-
cated by the prevalence of indirect interactions between
people and nature. All types of actors—government, civil
society, non-governmental, youth and others—have
important roles to play in the design and implementation of
management and conservation solutions. The case studies
presented in this chapter have revealed the successful
application of the networked governance model to the
conservation and natural resource management of the West
African ecoregion. Acknowledging the scale of interactions
and the tight connection between local economic decisions
and the global decisions and actions that influence them has
facilitated simultaneous action at multiple scales regarding
mangrove conservation. The PRCM's multi-faceted
approach combines the practice of funding projects on the
ground with national policy-making and advocacy and
regional collaboration. Incorporating various styles of net-
works into one structure and creating diverse contractual
arrangements that join various levels of government agen-
cies and other civic institutions have resulted in the dis-
mantling of barriers such as country borders or hierarchical
government lines and have effectively engaged a myriad
number of stakeholders.
Lessons learned reveal the need for continued engage-
ment and investment in this model. For example, a focus on
both the ecological and human networks that exist between
MPAs, as the RAMPAO does, can ensure a sustainable
management of critical and endangered habitats such as the
mangrove. Thematic networks that target a specific func-
tional unit, such as the marine protected area, have greater
success in developing strong relationships among actors
who share knowledge about how to best preserve and
manage similar habitats and thus take coherent and effective
action. However, in other networks, opportunities to extend
program impact and create synergy can be squandered. For
example, the current structure of the PRCM that is based
primarily on voluntary engagement has made ensuring
accountability difficult and sometimes limited impact.
Additionally, the transaction costs of communication and
coordination are often high and have caused attempts to
ensure accountability to suffer. The hierarchy of interactions
that exists in networked governance has often made
assigning tasks and responsibilities extremely challenging
in many instances, particularly when the benefits accruing
to individual actors are unclear. Furthermore, investing in
science and knowledge creation in order to better under-
stand the impact of human actions on natural cycles has
sometimes been bypassed in favor of implementing imme-
diate solutions.
Goal incongruence is especially problematic when the
initiator of the network ends up competing against parts of
the network for scarce resources. Thus, in the case of the
PRCM, rules which cover matters such as the duty to share
information proved difficult to implement. Moreover, the
commitment to consensus and collaboration can mask the
fact that 'stronger partners may be able to take advantage of
weaker partners' (Agranoff
2003
). In the PRCM network,
conflicts of interest often arose when one of the large inter-
national NGOs dominated decision-making processes as
opposed to building the capacity of local actors. The desire to
participate and maintain a presence in dialogues and the
many meetings that took place warred against the willingness
of local stakeholders to participate when NGOs failed to
prioritize the deep engagement of local actors. Networks that
attempt to influence governance typically involve coordi-
nation between multiple layers of government, civil society,
community-based organizations, non-profit organizations,
and others. The differing constituencies that are served
complicate such arrangements. Further, uneven power bal-
ance may exist. Because certain MPAs have successfully
established bilateral arrangements with external funders as is
the case with the Banc d'Arguin National Park, they have
stronger management structures than newly established
MPAs such as Tristao in Guinea Conakry. This persistent
challenge of differing motivations and interests necessitates a
constant dialogue and consensus building.
As many researchers have noted (Quill
2012
), networks
acting within and in connection to other networks have the
potential to spread risks or to boost resilience and diminish
vulnerability. In spite of the challenges presented in this
chapter, networks such as the PRCM and the RAMPAO can
effectively confront the challenges facing mangrove habi-
tats in West Africa. If they continue to engage actors at all
levels and foster on-going collaboration that is grounded in
knowledge, achieving healthy coastal mangrove environ-
ments and resilient communities that protect these ecosys-
tems remains an attainable goal.
References
Agranoff R (2003) Leveraging networks: a guide for public managers
working across organizations. IBM Endowment for the Business of
Government
Alcorn JB, Zarzycki A, de la Cruz LM (2010) Poverty, governance and
conservation in the Gran Chaco of South America. Rights and
doc_1688.pdf
. Accessed 27 November 2012
Blaustein A, Kiesecker J (2002) Complexity in conservation: lessons from
the global decline of amphibian populations. Ecol Lett 5:597-608
Borgatti SP, Foster PC (2003) The network paradigm in organizational
research: a review and typology. J Manage 29(6):991-1013
Borner M, Guissé A (2010) WAMI final evaluation report. Wetlands
International Africa and IUCN, Dakar
Search WWH ::
Custom Search