Community self-determination and ownership of its activities.
A key area of MAF’s work has been the introduction of working principles required by rural industries if they are to progress, and by rural communities if they are to effectively manage change. Frequently the solution to an issue has been for elected leaders to establish a committee to discuss and resolve it. Unfortunately, this often does not work because key people can be excluded from the committee.
Example: Landcare and stakeholder participation
For example, an analysis of two Landcare groups (working to achieve sustainable land management) showed very different outcomes as a consequence of the composition of committee members and operational techniques used. One Landcare group undertook extensive consultation with a wide range of participants and made a special effort to hold "kitchen" workshops which targeted women. This group developed a broad goal which embraced "ecological, economic and social aspects of sustainability" (Jones, 1997: 113). The other Landcare committee did not consult widely, and developed a very narrow goal which "resulted in alienating women from the group because they are simply not interested in [that group’s] objectives" (Jones, 1997:113).
The lesson from this example, is the need to include all stakeholders, or if the numbers are too great, representatives of all stakeholder groups in any community activity which requires a change in attitude or behaviour. These stakeholders then must be encouraged to actively manage the project themselves with support from experts. This principle arises from MAF’s experience that few people adopt new behaviours by being told about them. Change comes through participation - that is, people ‘learn by doing’ (tell me and I’ll forget, show me and I might remember, involve me and I’ll understand).
Example: Waipaoa Catchment
Facilitation of sustainable agriculture is best achieved through action and participation whether transferring skills or conducting research, and MAF has sponsored an operational research project and the start of a facilitation programme in the Waipaoa region west of Gisborne to demonstrate this principle. The work began in response to the local community’s concern at the negative impacts arising from a change in land-use in their district from agriculture to forestry. Previous research had showed MAF that land-use change was seen in some areas as having positive outcomes and in others to be less beneficial. The difference appeared to be in how the change was managed.
MAF had also learned that the service issues raised as the key problem of land-use change were likely to be symptoms of change rather than problems in themselves, and that little would be achieved by tackling those issues head on. Instead, with the help of facilitators, stakeholders in the change process and in the community were brought together to discuss their vision of the future of the community, and to design a strategy for getting there. Even in the early stages of this project, some of the land-use and social change issues are being resolved as the community works to achieve its vision.
Contact for Enquiries
Rural Affairs Coordinator
Sector Performance Policy
MAF Policy
Ministry of Agriculture and Forestry
PO Box 2526
Wellington
NEW ZEALAND
Phone: +64 4 894 0675
Fax: +64 4 4 894 0745
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