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Citizens worldwide are increasingly volunteering in natural resource management and governments as well as public and private environmental organizations rely heavily on unpaid volunteers to further their commitments. Another growing trend is adaptive and co-management approaches to ecosystem-based management. For this thesis purpose the focus will be on adaptive co-management and the knowledge gap about the sustainability and challenges of this approach when it relies greatly on and is driven by citizen volunteers. Studies stress a need to increase knowledge about volunteer-based natural resource management - who volunteers, volunteer motivations and experiences, as well as challenges associated with volunteerism in order to sustain volunteers’ commitments in the long term. The study aims to contribute to an understanding of volunteer motivations and the long-term viability of a volunteer-based adaptive co-management through a case study of Noosa biosphere reserve in Queensland, Australia. Methods used are both qualitative and quantitative; where the analysis is based on semi-structured interviews with 18 key informants and a survey conducted with 42 volunteers. The study shows an advantage of relying on volunteers to be when volunteer involvement maximizes quantity of social networks enabling communication between diverse actors and groups in society. The results also indicate that shared decision-making power amongst the volunteers enhances a creative learning environment; accumulating knowledge through experiments combined with science that fosters self-organization. However, challenges emerged such as the notion of volunteers’ pet projects where actions are not necessarily based on urgent issues of the social-ecological system. Additionally, volunteer burnout and turnover often results in knowledge and skill turnover, which in turn hampers feedback processes and the capacity to adapt. Reflecting motivations emerging as important, the study suggests three underlying motivational categories that can be used to increase managerial capacity in order to sustain volunteer commitments and the long-term viability of a volunteer-based adaptive co-management: a) the Moralist, being morally convicted to promote sustainable trajectories; the Hands-on environmentalist, wanting to use ones skills and learn and interact in ones natural environment; and the Social contributor, whose aim is to strengthen social ties and contribute to the community and future generations.

Adaptive approaches to ecosystem management emphasize that ecosystems need to be treated as complex social-ecological systems. Furthermore, both ecological and social diversity need to be enhanced to improve the adaptability of such systems to surprises. Social diversity is approached here by studying the diversity of plausible contributions of local stewards groups to ecosystem management, i.e. perspectives of the ecosystem, ecological knowledge and management practices. These variables are explored by means of 28 interviews to representatives of the 8 local steward groups of the near-shore marine ecosystem of La Palma Biosphere Reserve. The flow diagramming technique is used to elicit mental models about ecosystem. Results show that local stewards of the studied system provide social diversity. Their contribution differs among local steward groups, being acknowledgeable for official managers, conservationists and professional fishers. However, key carriers of diversity are found in all groups. Local stewards share a mental model in terms of consensually acknowledging that the near-shore marine ecosystem is degraded and what are the main drivers that lead to this situation. However, they have not been able to respond to them in the current governance system. Different kinds of knowledge, including experiential and scientific, are gathered, combined, and spread through formal and informal social networks. These networks can provide channels to combine the social diversity in place for the sake of ecosystem management. The Biosphere Reserve Consortium has a key role in facilitating these networks with the potential to become a platform for learning. The findings draw attention to the need of enhancing formal and informal social networks to gather the diversity provided by local stewards, avoiding the risk of this leading to homogenisation of mental models and knowledge.

Risk management is a well established tool for climate change adaptation. It is facing new challenges with the end of climate stationarity and the need to meaningfully engage people in governance issues. The ways in which conventional approaches to risk management can respond to these challenges are explored. Conventional approaches to risk management are summarized, the manner in which they are being advanced as a tool for climate change adaptation is described, and emerging themes in risk management and climate change adaption are documented. It is argued that conventional risk management for climate change adaptation can benefit from the insights and experiences of adaptive co-management. A hybrid approach termed adaptive collaborative risk management is thus envisaged that enriches conventional risk management with the critical features of adaptive co-management, i.e., collaboration and adaptation. Adaptive Collaborative Risk Management overcomes some of the challenges with conventional risk management, builds upon and complements other approaches to community climate change adaptation, and innovatively addresses both technical and governance concerns in a single integrated process. authorCount :2

Collaborative and adaptive approaches to environmental management have captured the attention of administrators, resource users, and scholars. Adaptive co-management builds upon these approaches to create a novel governance strategy. This paper investigates the dynamics of the adaptive co-management process and the variables that influence it. The investigation begins by summarizing analytical and causal models relevant to the adaptive co-management process. Variables that influence this process are then synthesized from diverse literatures, categorized as being exogenous or endogenous, and developed into respective analytical frameworks. In identifying commonalities among models of the adaptive co-management process and discerning influential variables, this paper provides initial insights into understanding the dynamic social process of adaptive co-management. From these insights conjectures for future inquires are offered in the conclusion.

In the last 200 yr, more than 80% of the land in the U.S. Corn Belt agro-ecosystem has been converted from natural perennial vegetation to intensive agricultural production of row crops. Despite research showing how re-integration of perennial vegetation, e.g., cover crops, pasture, riparian buffers, and restored wetlands, at strategic landscape positions can bolster declining regional ecosystem functions, the amount of land area devoted to row crop production in the Corn Belt continues to increase. As this region enters a time of fast-paced and uncertain reorganization driven by the emerging bioeconomy, changes in land use will continue to take place that will impact the resilience of the Corn Belt's linked social and ecological systems for years to come. Both resilience theory and the diffusion of innovations theory investigate how change is brought about in systems through the adaptation and innovation of social actors. In this paper, we integrate these two frameworks in the analysis of 33 in-depth interviews to improve our understanding of how rural Corn Belt stakeholders make conservation decisions in the midst of an uncertain future. Interview data indicate that the adoption of conservation practices is based not only on immediate profitability but also on the interplay between contextual factors at three distinct levels of the system: compatibility with farm priorities, profitability, practices, and technologies; community-level reinforcement through local social networks, norms, and support structures; and consistent, straightforward, flexible, and well-targeted incentives and regulations issuing from regional institutions. Interviewees suggest that the multiscale drivers that currently support the continued expansion of row crop production could be realigned with conservation objectives in landscapes of the future. Adaptation of social actors through collaborative learning at the community level may be instrumental in brokering the sort of multiscale system change that would lead to more widespread adoption of perennial cover types in the Corn Belt.

In an increasingly complex, rapidly changing world, the capacity to cope with, adapt to, and shape change is vital. This thesis investigates how natural resource management can be organized and practiced to nurture this capacity, referred to as resilience, in social-ecological systems. Based on case studies and large-N data sets from UNESCO Biosphere Reserves (BRs) and the UN Millennium Ecosystem Assessment (MA), it analyzes actors and social processes involved in adaptive co-management on the ground. Papers I & II use Kristianstads Vattenrike BR to analyze the roles of local stewards and bridging organizations. Here, local stewards, e.g. farmers and bird watchers, provide on-site management, detailed, long-term monitoring, and local ecological knowledge, build public support for ecosystem management, and hold unique links to specialized networks. A bridging organization strengthens their initiatives. Building and drawing on multi-level networks, it gathers different types of ecological knowledge, builds moral, political, legal and financial support from institutions and organizations, and identifies windows of opportunity for projects. Paper III synthesizes the MA community-based assessments and points to the importance of bridging organizations, leadership and vision, knowledge networks, institutions nested across scales, enabling policies, and high motivation among actors for adaptive co-management. Paper IV explores learning processes catalyzed by bridging organizations in BRs. 79 of the 148 BRs analyzed bridge local and scientific knowledge in efforts to conserve biodiversity and foster sustainable development, provide learning platforms, support knowledge generation (research, monitoring and experimentation), and frame information and education to target groups. Paper V tests the effects of participation and adaptive co-management in BRs. Local participation is positively linked to local support, successful integration of conservation and development, and effectiveness in achieving developmental goals. Participation of scientists is linked to effectiveness in achieving ‘conventional’ conservation goals and policy-makers enhance the integration of conservation and development. Adaptive co-management, found in 46 BRs, is positively linked to self-evaluated effectiveness in achieving developmental goals, but not at the expense of conservation. The thesis concludes that adaptive collaboration and learning processes can nurture resilience in social-ecological systems. Such processes often need to be catalyzed, supported and protected to survive. Therefore, bridging organizations are crucial in adaptive co-management.

Multi-level governance may facilitate learning and adaptation in complex social-ecological circumstances. Such arrangements should connect community-based management with regional/national government-level management, link scientific management and traditional management systems, encourage the sharing of knowledge and information, and promote collaboration and dialogue around goals and outcomes. Governance innovations of this type can thus build capacity to adapt to change and manage for resilience. However, critical reflection on the emergence of adaptive, multi-level governance for the commons is warranted. Drawing on examples from the North and South, the purpose of this review is to connect three complementary bodies of scholarship with insights for commons governance in a multi-level world: common property theory, resilience thinking and political ecology. From the commons and resilience literature, normative principles of adaptive, multi-level governance are synthesized (e.g., participation, accountability, leadership, knowledge pluralism, learning and trust). Political ecological interpretations, however, help to reveal the challenge of actualizing these principles and the contextual forces that make entrenched, top-down management systems resilient to change. These forces include the role of power, scale and levels of organization, knowledge valuation, the positioning of social actors and social constructions of nature. Also addressed are the policy narratives that shape governance, and the dialectic relationship among ecological systems and social change. tekst

This article examines a forest dispute that took place in the municipality of Muonio in northern Finland. The parties involved in the dispute were the Finnish state forestry enterprise Metsähallitus and a local coalition consisting of representatives of reindeer herders, the municipality, a local environmental NGO, a game association, and tourism entrepreneurs. The primary data for the article was gathered through thematic interviews that took place in 2005 and 2007. The dispute reflects the land-use needs of growing tourism in the area. It also provides an example of how change takes place through a dispute and how it is managed. The adaptive cycle heuristic is utilised to assist in an analysis of the change resulting from the dispute. Secondly, the Muonio case is examined in the light of the adaptive co-management approach in order to examine whether the change was governed adaptively. It is concluded that the dispute worked as a trigger for a policy innovation. That is, Metsähallitus rented the forests to tourism entrepreneurs and the municipality for ten years. The solution contained some features of adaptive co-management: a place-specific solution, interaction and negotiation. The problems were related to knowledge distribution and lack of careful deliberation.

"In this article, we focus on adaptive governance of social-ecological systems (SES) and, more specifically, on social factors that can enhance the fit between governance systems and ecosystems. The challenge lies in matching multilevel governance system, often characterized by fragmented organizational and institutional structures and compartmentalized and sectorized decision-making processes, with ecosystems characterized by complex interactions in time and space. The ability to create the right links, at the right time, around the right issues in multilevel governance systems is crucial for fostering responses that build social-ecological resilience and maintain the capacity of complex and dynamic ecosystems to generate services for human well-being. This is especially true in the face of uncertainty and during periods of abrupt change and reorganization. We draw on our earlier work in the Kristianstads Vattenrike Biosphere Reserve (KVBR), in southern Sweden, to provide new insights on factors that can improve such linking. We focus especially on the bridging function in SES and the factors that constrain bridging in multilevel governance systems, and strategies used to overcome these. We present two features that seem critical for linking organizations dynamically across multiple levels: 1) the role of bridging organizations and 2) the importance of leadership. Bridging organizations and the bridging function can be vulnerable to disturbance, but there are sources of resilience for securing these key structures and functions in SES. These include social mechanisms for combining multiple sources of knowledge, building moral and political support in social networks, and having legal and financial support as part of the adaptive governance structure."

"Complex systems understanding implies a world characterized by dynamic, nonlinear interactions, discontinuities, and surprises. Such conditions are not amenable to conventional resource management approaches that stress command and control, and therefore, novel governance approaches more suited to complexity and uncertainty are required. Adaptive co-management has emerged as an interdisciplinary response to this need, and blends the adaptive management and collaborative management narratives. However, concepts associated with adaptive co-management are relatively new and quickly expanding from multiple perspectives. The objective of this paper is to take stock of this relatively recent concept and synthesize current thinking in terms of: (1) the core components of adaptive co-management, (2) emerging research directions, (3) the barriers to implementation of adaptive co-management, and (4) criteria for success. To explore these four areas, a three-round, classical Delphi process was administered with an expert panel of 30 individuals. All members of the expert panel initially responded to open-ended questions, and the qualitative results were analyzed using QSR NVIVO. The subsequent two rounds of the Delphi required quantitative responses in which the expert panel was asked to indicate the level of importance using a seven point likert scale associated with specific items. Results of the Delphi survey reveal a high degree of consensus on several core areas within this emerging interdisciplinary governance approach. Results of this research should foster precision with respect to employment of the term, foster scholarly discourse, and indicate areas of practical importance to adaptive co-management."

In the Adriatic, the importance in tourism of the small rowing and sailing boats, like the gajeta and other heritage vessels, is clearly relevant, as icons of heritage boats adorn brochures, logos, and their names are bequested to hotels and restaurants. As a symbol, the gajeta stands for the heritage of the island, and the ethics of the place; these constitute an intangible treasure which highlights the lifestyle of the agriculturalist society. However, the distinct experience of the gajeta, or other local boats as a relevant form of tourist activity, is largely missing in the offerings of local tourist information centers and nature parks where they reside. This paper outlines a heritage trail interpretive strategy, which would create a network supporting small local tourist venues that showcase intangible maritime heritage of the coast and islands. The methodology creates an alterative to what is primarily leisure-based tourism that Adriatic counties like Croatia are experiencing in all but the largest cultural monuments and ecological reserves which provide avenues for community-based ecological management in remote regions.

We provide a synthesis of the papers in the Special Issue, the Communities Ecosystems and Livelihoods component of the Millennium Ecosystem Assessment (MA), and other recent publications on the adaptive capacity of communities and their role in ecosystem management. Communities adapt because they face enormous challenges due to policies, conflicts, demographic factors, ecological change, and changes in their livelihood options, but the appropriateness of their responses varies. Based on our synthesis, three broad categories of adaptive communities are identified. "Powerless spectator" communities have a low adaptive capacity and weak capacity to govern, do not have financial or technological options, and lack natural resources, skills, institutions, and networks. "Coping actor" communities have the capacity to adapt, but are not managing social-ecological systems. They lack the capacity for governance because of lack of leadership, of vision, and of motivation, and their responses are typically short term. "Adaptive manager" communities have both adaptive capacity and governance capacity to sustain and internalize this adaptation. They invest in the long-term management of ecosystem services. Such communities are not only aware of the threats, but also take appropriate action for long-term sustainability. Adaptive co-management becomes possible through leadership and vision, the formation of knowledge networks, the existence or development of polycentric institutions, the establishment and maintenance of links between culture and management, the existence of enabling policies, and high levels of motivation in all role players. Adaptive co-managers are empowered, but empowerment is a consequence of the capacity for governance and the capacity to adapt, rather than a starting point. Communities that are able to enhance their adaptive capacity can deal with challenges such as conflicts, make difficult trade-offs between their short- and long-term well-being, and implement rules for ecosystem management. This improves the capacity of the ecosystem to continue providing services.

The benefits of increasing the contribution of the social sciences in the fields of environmental and conservation science disciplines are increasingly recognized. However, integration between the social and natural sciences has been limited, in part because of the barrier caused by major philosophical differences in the perspectives between these research areas. This paper aims to contribute to more effective interdisciplinary integration by explaining some of the philosophical views underpinning social research and how these views influence research methods and outcomes. We use a project investigating the motivation of volunteers working in an adaptive co-management project to eradicate American Mink from the Cairngorms National Park in Scotland as a case study to illustrate the impact of philosophical perspectives on research. Consideration of different perspectives promoted explicit reflection of the contributing researcher's assumptions, and the implications of his or her perspectives on the outcomes of the research. We suggest a framework to assist conservation research projects by: ( 1) assisting formulation of research questions; ( 2) focusing dialogue between managers and researchers, making underlying worldviews explicit; and ( 3) helping researchers and managers improve longer-term strategies by helping identify overall goals and objectives and by identifying immediate research needs. Publisher PDF

The governance outcomes of natural resource co-management have been neither systematically monitored nor rigorously assessed. We identified system attributes and key variables that could form the basis for monitoring the governance dimension of adaptive co-management. A methodology for collaboratively monitoring these system attributes and key variables was tested in four localities in South Africa. Our results suggest that creating the conditions that facilitate self-organization, and particularly cross-scale institutional linkages, is the major challenge facing attempts to initiate adaptive co-management. Factors requiring greater attention include community perceptions of support from outside agencies, access to long-term funding for adaptive decision making, and access to reliable information about changes in natural resources and legal options for the formation of decision-making bodies. Long-term and well-funded social facilitation is key to achieving this.

"We analyze the emergence of an adaptive co-management system for wetland landscape governance in southern Sweden, a process where unconnected management by several actors in the landscape was mobilized, renewed, and reconfigured into ecosystem management within about a decade. Our analysis highlights the social mechanisms behind the transformation toward ecosystem management. The self-organizing process was triggered by perceived threats among members of various local stewardship associations and local government to the area's cultural and ecological values. These threats challenged the development of ecosystem services in the area. We show how one individual, a key leader, played an instrumental role in directing change and transforming governance. The transformation involved three phases: 1) preparing the system for change, 2) seizing a window of opportunity, and 3) building social-ecological resilience of the new desired state. This local policy entrepreneur initiated trust-building dialogue, mobilized social networks with actors across scales, and started processes for coordinating people, information flows and ongoing activities, and for compiling and generating knowledge, understanding, and management practices of ecosystem dynamics. Understanding, collaborative learning, and creating public awareness were part of the process. A comprehensive framework was developed with a shared vision and goals that presented conservation as development, turned problems into possibilities, and contributed to a shift in perception among key actors regarding the values of the wetland landscape. A window of opportunity at the political level opened, which made it possible to transform the governance system toward a trajectory of ecosystem management. The transformation involved establishing a new municipal organization, the Ecomuseum Kristianstads Vattenrike (EKV). This flexible organization serves as a bridge between local actors and governmental bodies and is essential to the adaptive governance of the wetland landscape. It is also critical in navigating the larger sociopolitical and economic environment for resilience of the new social-ecological system. We conclude that social transformation is essential to move from a less desired trajectory to one where the capacity to manage ecosystems sustainably for human well-being is strengthened. Adaptability among actors is needed to reinforce and sustain the desired social-ecological state and make it resilient to future change and unpredictable events."

Following the concept of ecosystem services, we propose in this article an interdisciplinary and participatory methodological framework for ecosystem services assessment and participatory decision-making in Mediterranean cultural landscapes linked with transhumant pastoralism. It is based on four sequential phases: 1. characterisation of the social-ecological network associated with transhumance, 2. preliminary identification and characterisation of ecosystem services, 3. evaluation of ecosystem services (in biophysical, socio-cultural, and economic terms), and 4. future scenario planning for the analysis of social conflicts related to ecosystem services use and trade-offs as well as the proposal of management strategies. Applying the framework to a case study on one of the major transhumance landscapes in Spain, we could identify and evaluate more than 30 ecosystem services. The framework facilitated the design of robust policy measures that aim to maintain this livestock raising model and its associated flow of ecosystem services. It also contributes to provide the basis for the implementation of adaptive co-management strategies, This research has been financed by the Spanish Ministry for the Environment and Rural and Marine Affairs (Project 079/RN08/02.1)

La Nation atikamekw (Québec, Canada) est présentement engagée dans des négociations avec les gouvernements fédéral et provincial dans le but à la fois d’accroître son accès aux ressources naturelles et de transformer le système de gouvernance territoriale sur le Nitaskinan, le territoire ancestral nehirowisiw. Un enjeu central de cette redéfinition de la gouvernance est la revalorisation du rôle traditionnel et central du chef de territoire (ka nikaniwitc) dans ses décisions. Cet article montre que les Atikamekw Nehirowisiwok mettent présentement sur pied un système de gouvernance auquel ils s’identifient, ancré dans leurs traditions, centré sur le ka nikaniwitc et la famille, mais en même temps tourné vers l’avenir, évolutif et différent de sa forme originale. Dans ce système, le ka nikaniwitc se positionne comme un catalyseur par lequel passe et s’organise l’information concernant le territoire, afin de produire des décisions compatibles avec les valeurs nehirowisiwok et ayant des effets tant localement que régionalement. À la lumière des résultats présentés dans l’article, il est possible d’affirmer que, pour que la transformation de la gouvernance territoriale sur le Nitaskinan soit un succès du point de vue nehirowisiw, il est nécessaire d’en arriver à une entente de cogestion qui soit assez flexible pour inclure la vision évolutive des traditions et des institutions qu’épousent les Nehirowisiwok. Ce qui ne peut être réalisé que si la gestion partagée du territoire est vue comme un exercice flexible de construction et de révision, en continu, des institutions et des savoirs environnementaux, au rythme des transformations sociales autochtones., Through current negotiations with the federal and provincial governments, the Atikamekw Nehirowisiw First Nation (Québec, Canada) aims to both increase its access to natural resources and transform the decision-making processes and institutions governing Nitaskinan, its ancestral land. Of central importance in the redefinition of institutions of governance and processes is the revitalisation of the territorial chief’s (ka nikaniwitc) traditional and central role in the decision making regarding the land. This paper shows that the Atikamekw Nehirowisiwok are currently building a new system of governance, one with which they can identify and is rooted in their traditions, with the ka nikaniwitc and the family at its core, and yet forward-looking, adaptive, and different from its original form. In this system, the ka nikaniwitc is positioned as a catalyst through whom information concerning the land flows in order to produce land-related decisions that are compatible with nehirowisiwok values and having an impact locally and regionally. Results presented in this paper show Nitaskinan’s negotiated system of governance to be a success, from a Nehirowisiw perspective. It is necessary to reach an agreement that sees shared decision-making as flexible enough to include the evolving perceptions endorsed by the Nehirowisiwok. This can only be achieved if the shared direction of the territory is seen as a flexible exercise of continued construction and revision of the institutions and the environmental knowledge in concert with indigenous social change., La nación atikamekw nehirowisiw se encuentra actualmente en un proceso de negociación con los gobiernos provincial y federal (Québec, Canadá) con el fin de incrementar su acceso a recursos naturales y de transformar el sistema de gobernanza territorial en Nitaskinan, el territorio ancestral nehirowisiw. Uno de los elementos centrales que están en juego en esta redefinición de la gobernanza es la revalorización del rol tradicional y central del jefe de territorio (ka nikaniwitc) en sus decisiones. Este artículo muestra que los Atikamekw Nehirowisiwok ponen en marcha actualmente un sistema de gobernanza con el cual se identifican. Este sistema está arraigado en sus tradiciones y centrado en el ka nikaniwitc y la familia, pero al mismo tiempo es evolutivo, diferente de su forma original y se encuentra orientado hacia el futuro. El ka nikaniwitc se posiciona en este sistema como un catalizador por el cual pasa y se organiza la información sobre el territorio, con el fin de producir decisiones compatibles con los valores nehirowisiwok y con efectos tanto locales como regionales. A la luz de los resultados que presenta el artículo es posible afirmar que, para el éxito de la transformación de la gobernanza territorial en Nitaskinan es necesario llegar a un acuerdo de cogestión que sea lo bastante flexible para incluir la visión evolutiva de las tradiciones y de las instituciones que abrazan los Nehirowisiwok. Esto no podrá ser logrado si la gestión compartida no es vista como un ejercicio flexible de construcción y revisión continua de las instituciones y de los saberes ambientales, al ritmo de las transformaciones sociales indígenas., Anotc mekwata Atikamekw Nehirowisiw (Québec, Canada) natcipictakewinik ici pimotew acitc anihi e niciritci kice okimawa otawak acitc opictikweak. Ekweriw ka arimotak askiriw acitc tan ke ki ici otamirotatc otiperitamowin askik itekera kitci iti mihitisowaketc. Mictahi tapwe micariw mekwata ka miwotatc kecpin e arimotcikatek Nitaskinan. Micta kicteritakoniw mekwata ka aitacikakik acitc tan e ici kictapatisitc ka nikaniwitc otatoske askik itekera tan ke ici orocawetc kaskina otci ka witcicanitomatc acitc kaskina nihe misiwe aski ka ici aitakok e arimotcikatek.Ota tca arimomakaniwiwok Atikamekw Nehirowisiwok mekwata e otamirotatcik kitci mihitisotcik wirawaw tipirawe onehirowisiwiniwak acitc tan e itarakaniwitc ka nikaniwitc acitc owitcicana kaskina. Kirika tca nte kanik e ici kanawapatakik awocamec kitci minawatcihitisotc acitc pitoc kitci icinakotatc. E icinakok nihwe anaha ka nikaniwitc itarakaniwiw wir kitci wawikwaskahak kaskina kekwariw ka ici arimotcikaterik askik itekera awocamec kitci miro pimatisimakak kaskina kekwan neta ka aitakok acitc kekwan acitc tan ke ici irakonikatek. Icikwiskw kitci nahinakonik acitc mia e ici wapatak ke irapatcitatc askiriw ka waskackakotc acitc nte ka ici takickakotc otacikewinik. Neta kaskina ka ki masinahikatek kata ki itwaniwon kitci nahiparik ke makotc kitci meckotcinakok ka wi ici kackitamasonaniwok kitci mitatc wir tiprawe askik itekera. Patam otcitakotc kata nahitatonaniwon tapickotc kitci otci pimatisiwakaniwok aski acitc kitci acotcictakaniwonik wir e ici wapatak nehirowisiw otaskik acitc tan ka pe ici tcirowetak. Nama kata ki katcitcickatew aspikotc terak aritcikotc wa ispitcikateke patam tca kata kackitakaniwon tapickotc kitci ici ispitcikatek ke ki ici matcitakaniwok awocamec kitci nahiparik kekwan kaskina ka ici aitakok askik acitc tan e ici wapatak wir nehirowisiw acitc tan e ici pimatisitc notcimik e icatc.