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Joint management of protected areas by indigenous people and government management agencies is being promoted at the international level as a tool to strengthen the protection of biodiversity and the recognition of indigenous peoples' interests in protected areas. Monitoring and evaluating the effectiveness of joint management is, however, in its infancy. To help managers, we calculated the costs of participatory monitoring and evaluation (PM&E) of joint management in the Northern Territory (NT), Australia relative to other joint management expenses. Costs of the process constituted only 1.3-1.5 per cent of the total joint management budget of over AU$10 million over three years. The preparation and validation/feedback phases of PM&E demanded most time and money, with contractor costs, particularly for external facilitators, representing the largest proportion of expenditure. The relatively low costs of PM&E are in contrast with common perceptions of the process as time-consuming and expensive. [ABSTRACT FROM AUTHOR]

Collaborative problem solving has increasingly become important in the face of the complexities in the management of resources, including protected areas. The strategy undertaken by Girringun Aboriginal Corporation in north tropical Queensland, Australia, for developing co-management demonstrates the potential for a problem solving approach involving sequential initiatives, as an alternative to the more familiar negotiated agreements for co-management. Our longitudinal case study focuses on the development of indigenous ranger units as a strategic mechanism for the involvement of traditional owners in managing their country in collaboration with government and other interested parties. This was followed by Australia's first traditional use of marine resources agreement, and development of a multi-jurisdictional, land to sea, indigenous protected area. In using a relationship building approach to develop regional scale co-management, Girringun has been strengthening its capabilities as collaborator and regional service provider, thus, bringing customary decision-making structures into play to 'care for country'. From this evolving process we have identified the key components of a relationship building strategy, 'the pillars of co-management'. This approach includes learning-by-doing, the building of respect and rapport, sorting out responsibilities, practical engagement, and capacity-building. [ABSTRACT FROM AUTHOR]