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dc.contributor.authorMatthews, Nathanial*
dc.contributor.authorMissingham, Bruce*
dc.contributor.editorEade, Deborahen
dc.date.accessioned2011-05-24T10:02:51Zen
dc.date.available2011-05-24T10:02:51Zen
dc.date.issued2009-11-01en
dc.identifier.issn0961-4524en
dc.identifier.doi10.1080/09614520903220800en
dc.identifier.urihttp://hdl.handle.net/10546/131052en
dc.descriptionThis 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.<p>This article is hosted by our co-publisher Taylor & Francis.</p>en
dc.format.extent12en
dc.format.mimetypePDFen
dc.language.isoEnglishen
dc.publisherOxfam GBen
dc.publisherRoutledgeen
dc.relation.urlhttp://policy-practice.oxfam.org.uk/publications/social-accountability-and-community-forest-management-the-failure-of-collaborat-131052
dc.subjectApproach and methodology
dc.subjectGovernance and citizenship
dc.titleSocial accountability and community forest management: the failure of collaborative governance in the Wombat Foresten
dc.typeJournal articleen
dc.identifier.eissn1364-9213en
dc.identifier.journalDevelopment in Practiceen
oxfam.signoff.statusFor public use – can be shared outside Oxfamen
oxfam.subject.countryAustraliaen
oxfam.subject.keywordDevelopment methods
oxfam.subject.keywordDevelopment in Practice Journal
oxfam.subject.keywordDiP
prism.number8en
prism.volume19en
dc.year.issuedate2009en


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