Ressources totales: 67
This paper discusses the use of Impact Benefit Agreements (IBAs) negotiated between industry and Indigenous communities, and Environmental Assessments (EA) that are legislated by the Canadian Government. The author argues that IBAs and EA have the potential to encourage the consultation and partnership of Indigenous people in the development process, with positive impacts on the development project. The Tahltan Nation’s use of IBAs and EA in the Galore Creek Project is examined as a case study.
This paper discusses the conflicts surrounding the use of Impact and Benefit Agreements (IBAs) negotiated between Indigenous communities and development companies. They suggest that these agreements exist outside of the legal framework of Environmental Assessment (EA) which generates conflict with environmental regulation. They also examine the conflict that can emerge when IBAs continue to negatively impact Indigenous peoples by not distributing mining benefits equitably between parties.
Free, Prior and Informed Consent is a new global model for relations between state governments and Indigenous communities. This article analyzes state-led consultations in Bolivia’s and Peru’s hydrocarbon sectors. Barriers to effective consultation include: lack of Indigenous ownership; Indigenous visions and demands not being understood; and limited or general outcomes.
This article attempts to understand how a social licence to operate in mining is granted and maintained, and it looks at the processes mining companies use to engage with local communities in a case study in Australia.
A research project was carried out with the Fort Albany First Nation (FAFN) to develop a framework for a community-based process of land use planning to increase resource development pressure. Interviews with community members were carried out to identify values that should be protected and managed through the plan and the processes that should guide the process.
This article discusses how to navigate relationships between politically unequal organizations. A case study of an Anglo-Navajo inter-organizational relationship is presented to make sense of how a politically dominant group can successfully navigate cross-cultural collaboration. The author argues that reciprocal interdependence through the integration of knowledge and common goal-setting facilitates the relationship process.