Participatory Partnerships: Engaging and Empowering to Enhance Environmental Management and Quality of Life?

Abstract

It is generally believed that, when partnerships with civil society are created, members of the public become engaged in defining and solving problems, and as a result become empowered through enhanced understanding of substantive problems, and of the processes used by society to deal with them. In this context, two fundamental assumptions related to a partnership approach deserve examination. First, partnerships assume a shared vision among partners, and a willingness to work together in a spirit of collaboration and cooperation. However, humans often are competitive, protective and defensive, attributes unlikely to lead to collaboration and cooperation. Second, advocates of a participatory approach advocate, or assume, that citizens will become empowered through being part of a partnership process. If partnerships are to be encouraged, we need to know if such a transformation actually occurs. Two experiences in Canada, one dealing with shared decision making during a resource and land use management process in British Columbia, and the other focused on an environmental impact assessment process in Manitoba, provide evidence that challenges whether these assumptions are easily satisfied.