|
Las Humanas Cooperative
Location:
New Mexico
Case description (read more)
While usually viewed as an obstacle, adversity and conflict are often an effective catalyst for partnership. Embroiled in decades of dispute and distrust over land ownership and access to the Cibola National Forest of New Mexico, the community of Manzano and the Forest Service recognized that the parties were better off working together than in opposition. By the late 1990’s the climate was ripe for a partnership because the community needed jobs and the Forest Service needed laborers to help thin forest tracks and prevent catastrophic fires. Vicky Estrada, District Ranger for the Mountainair Ranger District noted, “[We realized] we [had] to get past our history and move on…the community wanted the material, we wanted the material out, we all said: ‘Here’s an opportunity to work together’.” Working together has moved the parties from extreme polarization to greater trust and understanding. Today, the parties have built a successful partnership focused on meeting the economic needs of the community while addressing the region’s pressing environmental problems.
Primary partners
|
Primary objectives
To restore the local environment and watershed while providing economic opportunities for traditional communities.
|
Year of initiation
1995 |
What is fostering progress? (read more)
- Partnerships occur best when personal connections are made and shared interests are recognized.
- Take the initiative to identify leaders in the community or organization and to connect with them.
- Patience on everyone’s part has been an important factor as well.
- Community mapping experience.
- Shared monitoring and outreach projects have also strengthened ties between the community and the agency.
What challenges were faced and how were they overcome? (read more)
- Honoring commitments has been an ongoing challenge that at times has strained the Partnership. The Federal government didn’t have the money [to pay] and [this] became a serious problem with the communities and for the Cooperative.
- Despite improved relations between the Forest Service and the Cooperative and notable partnership accomplishments, there is still significant poverty in the area and limited economic opportunities.
- There are very limited markets for the forest products produced by the Cooperative and limited funds available to employ community members in forest restoration.
- Given the poor economic conditions in the area and the need to migrate in search of work, the group has confronted significant difficulties in maintaining continuity of a well-trained and committed group of workers.
What lessons can be drawn? (read more)
- Overcoming long-term conflict and building relationships depends on leadership and a willingness to work together in search of mutually beneficial opportunities. Partnerships do not just happen, but rather require leaders within communities and agencies to take the initiative to build and maintain bridges for effective collaboration.
- Have a can-do attitude and do whatever it takes to make the partnership work.
- People need to look for the common ground. If the relationship is hostile, it's not going to work unless directed steps are taken to change the relationship.
- To find common ground in the midst of social and environmental problems, it is important to avoid finger pointing at people, accusing them of the problem, but instead to recognize the need to collaborate to fix problems.
- It is also critical that those engaged in a collaborative partnership recognize that learning is a two way process.
Contact information at the Forest Service
Related Links
This site was developed by the Ecosystem Management Initiative through a partnership with the US Forest Service and the US Department of Interior. Read more.
|
