Benefit Sharing Governance Framework: Pathways for Financial Benefit Sharing in Traditional Communities

Abstract

This article proposes the creation of a participatory governance framework for traditional communities, focusing on financial benefits sharing, whether they come from compensation, indemnification, or socio-environmental projects. The proposed governance framework was developed based on a series of governance principles and the perceptions and needs of fourteen traditional communities in the Brazilian Amazon. The results demonstrated that applied experiences were successful. In this way, the proposed framework presents itself as a mechanism that can be adapted to the specifics of managing financial resources in community contexts.

1. Introduction

The fair distribution of benefits derived from opportunities such as payment for environmental services, indemnification, or compensation projects represents a critical challenge for traditional communities around the world. The success of these initiatives depends directly on the adoption of a governance system capable of balancing the needs of environmental sustainability and the complexity of social relations.

The main purpose of this study is to develop the Benefit Sharing Governance Framework, applicable to traditional communities involved in financial benefit sharing projects. The proposed framework seeks to offer an adaptable and effective mechanism for common resource management, thus improving fairness and transparency in projects including the shared management of financial resources. The applicability of the proposed model extends to projects that include the sharing of direct or indirect benefits derived from Reducing Emissions from Deforestation and Forest Degradation (REDD+) projects, indemnification, compensation, or royalty payments.

In this context, the concept of participatory governance emerges as a cornerstone for managing land and natural resources within traditional communities. Recognizing the inherent value of collaborative decision-making, this study highlights the Quilombola Financial Mechanism as a pioneering approach to exploring effective governance models. This mechanism not only serves as a testament to the power of community involvement in resource management but also lays the groundwork for the development of a participatory governance framework. By weaving together the threads of community insights and empirical evidence, we embark on a journey to frame governance not just as a method of administration, but as a transformative process tailored to the unique dynamics of traditional communities.

The implementation of socio-environmental projects requires a careful approach to the management and distribution of benefits. In REDD+ projects, benefit sharing (BS) is the reward (monetary or non-monetary) for achieving the results of the REDD+ [1] action. In this case, BS is an important element of the REDD+ mechanism, as it provides positive incentives for ecosystem conservation. However, the core idea of BS goes far beyond REDD+. Projects that cause socio-environmental impacts, such as mining and hydroelectric plants, must compensate the affected communities for the damage caused.

The benefits or compensation to which communities are entitled must follow the logic of BS, which can be classified as direct or indirect. Direct benefits are generally considered to be financial advantages, whether they result from the sale of carbon credits, compensations or indemnification, or even the receipt of donations and funding. Indirect benefits are related to improving the quality of life of communities, including improving the forest ecosystem, land management, structuring community actions and programs, among others. Indirect benefits can also include the empowerment of communities, the development of infrastructure (e.g., water supply facilities, roads), social services (e.g., education, health) and the improvement or clarity of rights [2], and even the development and improvement of local productive arrangements and the promotion of social-bioeconomics [3]. BS can benefit a wide range of people and organizations. The beneficiaries include indigenous communities, riverside populations, family farmers, and even institutions that should be strengthened [4].

A benefit-sharing mechanism must be effective (i.e., generate results), efficient (low cost), and equitable (fair) [4], the latter being one of the biggest filters in BS mechanisms [5,6]. The main challenge faced in BS, compensation or indemnification is to ensure that traditional communities are effectively benefited in an equitable manner. From this perspective, well-established governance processes must ensure that the management of common resources achieves its objectives of sustainable development and social justice.

Although it is often considered essential to balance relations between projects and affected or benefited communities, compensation or indemnification cannot always be classified as a positive incentive. The governance of these resources presents a challenge that can lead to results contrary to those desired, destabilizing community cohesion and accentuating economic disparities. Inadequate distribution of direct (financial) benefits in traditional communities can have negative effects when a weak governance structure is in place, potentially leading to political imbalance within the community and altering social dynamics. In this context, it is important to ensure that distributed resources bolster community resilience, sustainable development, and a distribution of benefits that truly compensates the affected communities.

Defining clear criteria for selecting beneficiaries, as well as understanding how benefits can be distributed in an equitable and fair manner, can also be considered a challenge. These challenges include dealing with issues such as corruption, weak law enforcement, limited resources, and conflicting government policy goals. In addition, monitoring the flow of resources, designing appropriate institutional arrangements and political instruments are essential steps to organize and optimize BS in general. All these issues can complicate the distribution of benefits and justify the implementation of a broad and solid governance system.

In the face of these challenges, the necessity for a participatory governance framework becomes evident, one that is finely tuned to the realities of traditional communities like those of the Quilombolas. The Quilombola Financial Mechanism case study underscores the complex interplay between environmental sustainability, social equity, and financial management within these communities. It highlights the critical need for governance models that not only facilitate fair financial benefit sharing but also empower communities through inclusive participation and decision-making. This study proposes a governance framework that addresses these needs, leveraging lessons learned from the Quilombola Financial Mechanism to foster a governance approach that is both effective and deeply rooted in community insights and aspirations.

2. Methodology

2.1. Conceptual Framework

The study began with conceptual approaches to governance, focusing initially on the principles and structures applicable to the administration of common property resources. The conceptual approach served as a valuable tool to guide the process of building the participatory governance framework, ensuring that each aspect of the proposed model incorporated well-established governance theories and practices. In addition to the conceptual basis, experiences in the field allowed us to understand the perspectives and needs of traditional communities. The experience made it possible to adapt the concepts and principles to the challenges and unique characteristics of the communities visited. Consequently, the proposed model has evolved organically, informed by a solid theoretical basis, and enriched by the direct contribution of the communities involved.

Based on this conceptual foundation and on-site visits, it was possible to identify and define axes of governance, which served as the pillars of our governance framework. These axes evolved into a series of questions, principles, and concepts, which were transformed into practical and guiding questions. This process culminated in the creation of a structured governance framework that is geared towards and adapted to the particularities of financial resource management by traditional communities. The proposed model sought to contemplate democratic and participatory planning and, at the same time, guarantee strict financial control, favoring medium and long-term sustainable development for quilombola communities. This multifaceted approach to governance has allowed for a richer and more diverse understanding of governance practices, which has enabled us to move towards conceptual closure.

This methodological approach was designed to ensure that the resulting governance framework encompassed a series of concepts and principles of good governance. The proposed governance matrix aimed to incorporate aspects such as the management of common goods, processes of governance creation, and aspects related to governance applied to the public sector into its axes [7,8,9,10]. The management of common goods is based on the principles of community governance [7]. Moreover, the governance matrix incorporates principles on the evolution and construction of governance practices [9,10]. Additionally, it includes elements about governance networks in the public sector, which provide a necessary framework to understand the complexities involved in the implementation of public policies and the management of shared resources [8].

The relevance of active citizen participation in collective governance structures should be emphasized, rather than underestimating the capacities of communities to contribute effectively to the management and preservation of shared resources [7]. This emphasis on community contribution to the management and preservation of shared resources is reinforced by Ostrom’s principles in ‘Governing the Commons’. Ostrom [7] identified eight essential principles for the sustainability and robustness of common property resource systems, including clearly defined boundaries and arrangements for collective decision-making. These principles, based on self-organization and effective management of common resources without excessive state interference, offer a solid framework for interconnected governance networks, facilitating cooperation and decision-making in complex environments. With this in mind, we present, in

Table 1. Tables of design principles—Ostron [7].

N°	Design Principles—Ostron (1990)
1	Clearly Defined Boundaries: This principle concerns identifying who has access and usage rights, and the limits of these resources, including the potential to exclude external users.
2	Congruence between Appropriation and Provision Rules and Local Conditions: This involves two key aspects: the first relates to the interaction between benefit and cost rules, which must be fair and legitimate as established by the participants; the second ensures compatibility with local conditions, such as types of cultivation.
3	Collective-Decision Arrangements: This principle refers to the chosen arrangement for collective decision-making and rule changes, ensuring the majority of participants are involved and can perceive the costs and benefits of changes. Absence of this may lead to a ‘herd effect’ of non-compliance, weakening the system.
4	Monitoring: Monitoring is essential for ensuring compliance within the system and its users and mitigating the presence of potential rule violators.
5	Graduated Sanctions: The establishment of progressively severe sanctions acts as a mechanism to deter rule violations within the system.
6	Conflict-Resolution Mechanisms: This principle ensures that disputes between or involving appropriators are resolved in a low-cost and orderly manner.
7	Minimum Recognition of Rights to Organize: This concerns the autonomy of institutions, allowing appropriators to create their own rules, which need to be recognized by governing bodies.
8	Nested Enterprises (Intersectoral Management and Alignment): This principle is related to the management of more complex systems where autonomous institutions are organized at multiple jurisdictional levels, with problems resolved according to the level of appropriators.

the Design Principles below.

This theoretical arrangement serves as a foundation for a governance matrix that not only reflects sustainable and inclusive practices but also addresses challenges such as information asymmetry, crucial for promoting fairer and more participatory decision-making processes. The integration of financial governance principles into the governance matrix [11] underscores the essentiality of transparency, financial responsibility, and failure prevention, promoting governance supported by participatory and informed decision-making. For the theoretical closure, we explored the concepts and principles of Public Governance, Community Governance, and Network Governance. These concepts and principles were transformed into axes of governance which served as the basis for structuring the governance framework. The conceptual approach made it possible to explore universally applicable governance principles, contributing significantly to the enrichment and development of the governance framework. Although there are variations in the definitions and approaches to governance, some main elements are commonly mentioned in its concepts: transparency, public participation and engagement, accountability, responsibility, efficiency and effectiveness, cooperation and collaboration [12,13,14].

Conceptual closure was the process by which the empirical evidence collected in the field and the theories studied converged. This allowed us not only to understand the theoretical elements in a practical context, but also to refine and contextualize the applicability of these concepts to reflect the reality experienced by the communities. Interactions and observations in the field with traditional communities provided important insights into their internal dynamics, challenges faced, forms of self-organization, and specific needs.

2.2. On-Site Approach

The theoretical aspects have been duly complemented with practical views and elements resulting from a series of visits and workshops carried out in quilombola communities in the Brazilian Amazon, which aim to build the necessary rules for the management of common goods, more specifically the management of financial resources. The quilombola territories visited are in the municipalities of Oriximiná and Gurupa, both located in Pará, a State in the Brazilian Amazon. Theoretical analysis was combined with valuable observations from the field, which enabled the identification of specific governance needs. It also revealed existing gaps in the management of common resources, especially concerning financial resource management. Based on this survey, axes of governance were defined that guided the construction of the governance framework.

The Experience of the Construction of Governance Systems Applied to the Distribution of Benefits in Quilombola Communities in Alto Trombetas—“Quilombola Financial Mechanism”

In 2015, a private mining company, together with international non-profit organizations, began implementing a sustainable territorial development project with quilombola communities in the Alto Trombetas region, located in the Brazilian municipality of Oriximiná, located in the Brazilian Amazon. The 14 quilombola communities of Alto Trombetas are organized into two major quilombola territories, referred to as Alto Trombetas I (AT1) and Alto Trombetas II (AT2).

Within its quilombola development axis, the project aimed to foster territorial development and empower community management in the quilombola communities of Alto Trombetas. It was designed to facilitate an integrated socio-environmental development model, incorporating the equitable sharing of financial benefits with the communities. To this end, the project provided financial assistance of approximately 50,000 Brazilian reais to each of the 14 communities in the two territories.

The construction of the governance framework considered meetings and project workshops held with quilombola communities in May and September 2018. The workshops were steps towards the construction of a pilot project for the sharing of financial benefits. Throughout the workshops, it was possible to understand the local dynamics and consequently gather information and insights, which made up the pilot project’s operational manual.

The workshops were structured to foster a participatory and inclusive approach. Participants were organized into representative groups by community. This arrangement enabled focused discussions on the unique concerns of each community. Collectively, each group identified key issues related to receiving financial transfers from the project. They also developed a proposed set of rules for the management of purchases by the managing institution, under the oversight of elected community representatives. These sessions created an open dialogue environment, empowering all community members to express their opinions and concerns freely.

Subsequently, the groups shared their conclusions and proposals in a collective assembly, promoting an extensive and democratic dialogue. This collaborative effort led to a voting process, during which all submitted suggestions were considered. The most fitting proposals were selected to form the project’s operational guidelines. These decisions laid the foundation for the project’s governance manual, outlining the essential rules and principles for managing the pilot project. Through this joint endeavor, a governance system was established to manage common financial resources, mirroring the community’s needs and viewpoints.

This collective endeavor reached its peak with a decisive vote. During this phase, every proposal was meticulously evaluated, ensuring the selection of the most fitting recommendations to formulate the project’s guidelines. These critical decisions led to the creation of the project’s governance manual. This key document laid out the fundamental rules and principles for the pilot project’s administration, embodying a governance framework designed specifically for the prudent management of shared financial assets. This framework was built through a process of extensive collaboration and reflects the collective needs and viewpoints of the community. It represents a significant step towards establishing a sustainable governance model that prioritizes transparency, accountability, and community engagement. Through this process, the project not only aimed to address immediate financial management needs but also sought to lay a groundwork for enduring community empowerment and sustainable development.

The quilombola territories organized themselves to receive the project’s financial resources through a management organization, which, in this context, refers to a private non-profit foundation. This non-governmental organization acted under the guidance of community representatives, who were elected specifically for this purpose, to ensure that the resources were used according to the planning and rules established by the community. The financial benefit sharing pilot project was operational from October 2018 to May 2019, culminating in the general accountability being approved in a meeting by the communities and providing valuable lessons on financial governance. The life plan was adequately executed, the financial accountability was approved, and the management of common resources occurred as expected. The rules were adhered to, and the community approved the successful completion of the project in an assembly.

The experience of the collaborative workshops, where local players played key roles in shaping the governance system, contributed directly to the construction of perceptions and observing important points that were taken into consideration during the process of construction of the governance framework. By analyzing the speeches, perceptions, rules, and reports collected at the workshops, it was possible to extract the community’s main concerns and understandings. This information was fundamental to the formation of the specific governance axes of the framework, so that each one was designed to directly address the concerns and needs identified.

2.3. Conceptual Closure and Construction of the Governance Framework

Based on the conceptual framework established and the perceptions and experience gathered in the field, seven thematic axes were identified that are essential for the effectiveness and applicability of the governance model in community contexts. These axes, which range from organizational arrangements to transparency in operations, served as the fundamental pillars on which the governance principles were contextualized and identified. After defining the axes and principles of governance, they were organized into a structured set of questions which gave rise to the participatory governance framework. This instrumental step made it possible to transform concepts into tangible and practical inquiries, guaranteeing their effective use during the participatory construction stages.

3. Results

3.1. Case Study

To demonstrate the effectiveness and success of experiences that employed governance concepts in aiding the establishment, operation, and institutional evolution, we highlight the case of the “Quilombola Financial Mechanism”. The Quilombola Financial Mechanism was a pilot project that significantly contributed to the territorial development of quilombola territories in the Calha Norte region of Pará, a Brazilian state in the Amazon biome.

The mechanism primarily acted as a catalyst for the sustainable territorial development of the communities within the quilombola territories of Alto Trombetas 1 (AT1) and Alto Trombetas 2 (AT2). This momentum was achieved through long-term strategic and community planning, known as the Life Plan. The pilot project went beyond the mere distribution of financial resources from funders by providing a platform for financial management, administrative support, legal aid, and fiscal accountability. This experience was one of those that gave rise to the governance matrix we are considering.

3.1.1. Project Governance Manual

As outlined in the project’s “Operation Manual” the organizational structure is outlined to ensure efficiency and effectiveness in managing and executing the proposed activities. The project’s operations are centralized in the Executive Office, led by a Secretary Executive chosen by the communities. This individual bears the central responsibility of executing and coordinating the project, acting in the request for products and services that meet the demands established by the communities’ life plan.

This plan is a strategic tool developed by the communities to plan their future, addressing essential aspects such as land regularization, territory protection, and political and social strengthening. The Life Plan serves as a roadmap for community development and is fundamental to ensuring that the mechanism’s activities are aligned with the community’s needs and aspirations.

The Secretary Executive’s functions are multifaceted and include coordinating and establishing technical cooperation agreements with partner institutions, essential to the project’s realization. Furthermore, they closely monitor the implementation and fulfillment of the Technical Cooperation Work Plans, involving the preparation and delivery of quarterly reports. The Secretary Executive is also tasked with preparing the Annual Work Plans and ensuring the submission of all necessary documents related to the activities’ execution and accountability, providing administrative and technical support to the project’s managing foundation.

The Decision-Making Council, in turn, is composed according to the territories and the number of its members. This council has the vital role of authorizing expenses related to the financial execution of activities, which includes a variety of operations, from hiring personnel and issuing tickets to per diem payments and the acquisition of goods and consumables. The council is also responsible for approving the accounts presented by the foundation, reinforcing the project’s financial transparency and governance.

Regarding financial management, it is stipulated that expenses can only be incurred during the projects’ duration and within the mandates of the Decision-Making Council and Secretary Executive members. The acquisition of materials and contracting of services require prior authorizations, following a strict policy to ensure the project’s financial integrity and compliance. After previously mentioned approval steps, the managing foundation, at the request of the Secretary Executive and following the Decision-Making Council’s approval, makes the payment.

In this process, it is observed that the organization’s purchasing process involved three key stages with specific responsibilities and criteria. Initially, the Secretary Executive oversees requesting purchases, conditional on budget compliance and proper justifications, formally documented. Then, the Deliberative Council is responsible for approving the purchases, requiring resource availability, justification, alignment with prior decisions, and presentation of the invoice. Lastly, payment is made by the managing institution after verifying that all approval conditions have been met and aligned with financial planning.

After jointly evaluating the delivery of goods and services, the community and the institution engage in rigorous accountability processes. This ensures products are received, project finances are transparently presented, and accounts are properly submitted. Next, the Secretary-Executive, along with the Decision-Making Council and the managing institution, present the project’s financial statements and make all supporting documents publicly available. The cycle culminates with the assembly’s approval of the accountability report and the development of a new “Strategic Plan”. This plan formalizes the completed process and outlines future initiatives based on the project’s deliverables, potentially paving the way for a new cycle driven by the community’s ongoing needs. This cyclical approach exemplifies an iterative and responsive method for managing demands and projects within organizations or communities.

Finally, both the community and the institution jointly evaluated the delivery of goods and services followed by clear accountability processes. This step implies the confirmation that the products were received and that the accounts related to the process are transparent and have been duly presented. The cycle is completed with the definition of a “Life Plan”, which can be interpreted as the formal documentation of the completed process and the future plans resulting from this delivery, closing the cycle and possibly starting a new one, based on subsequent community demands. This cycle suggests an iterative and responsive approach to managing demands and projects within an organization or community.

3.1.2. Performance and Impact of the Quilombola Financial Mechanism

Overall, the “Quilombola Financial Mechanism” proved efficient in managing financial resources, but there were identified needs for adjustments in the initial design and established procedures. Some positive aspects include the good reception of the communities to the audit team and satisfaction with the results obtained in some locations. However, issues such as delays in project execution, discrepancies between requested and delivered items, and challenges in asset management were also observed.

The report suggests improvements in areas such as document management, authenticity verification, and asset management. Furthermore, it mentions the importance of establishing compliance mechanisms and improving the communication and understanding of the process by the communities.

The AT1 and AT2 pilots, despite their differences in formalization and adherence to the Systemic Work Plan, indicate a strengthening in Quilombola Territorial Management. The communities adapted the guidelines to their specific contexts, demonstrating the program’s flexibility and adaptability. Notably, for a test, the pilots had an ambitious scope, involving almost 40% of the quilombola communities of Oriximiná. The pilots showed efficiency, with notable performance in the agility of purchasing processes and financial autonomy.

The AT1 and AT2 pilots, although with distinct formalization processes and adherence to the Systemic Work Plan, showed significant improvements in Quilombola Territorial Management. The implementation of the pilots revealed that the communities adapted the guidelines to their specific contexts, showing the ability to shape actions according to local needs and peculiarities.

In terms of governance, the AT1 pilot stood out by promoting greater community participation, creating six deliberative councils, while AT2 opted for a more centralized, albeit slower, management. AT1 was also more effective in resource use and expanding community participation, which reinforces autonomy, transparency, and inclusion.

Autonomy was one of the highlighted aspects, with the pilot’s demonstrating efficiency and speed in the purchasing cycle, significantly reducing the bureaucracy that previously existed. The presence of technical supporters in the communities proved vital, assisting in the management of the fund system and administrative and purchasing matters. This not only sped up the processes but also contributed to a real experience of resource mobilization and distribution, bringing benefits that surpassed the technical aspects.

Regarding the governance structure and community participation, the pilots showed different outcomes. AT1 promoted broader participation, with the election of deliberative councils that resulted in the creation of “mini-funds”. Conversely, AT2 adopted a more centralized management approach, which may have contributed to the process’s slowness, possibly due to a more meticulous approach. Moreover, AT1 was more effective in financial resource use and performed better in criteria such as community participation and transparency. This resulted in greater autonomy and inclusion in operations and decision-making, highlighting the benefits of an expanded participation base in the three key elements of the project: agendas, funds, and councils.

The preliminary findings from the “Quilombola Financial Mechanism”, a pilot project carried out in the quilombola communities of Alto Trombetas I and II, clearly showcase the success of the participatory governance model we adopted. Through the implementation of a life plan, funded by resources from partner foundations, the communities showed they could manage financial resources effectively, achieving the plan’s set goals. The financial reporting and its subsequent approval by the entire community underline the process’s transparency and accountability, fundamental pillars for the initiative’s success. The minutes from the general meetings, documenting the approval of these financial reports, serve as concrete evidence of this achievement.

Building on the pilot project’s success, we identified areas for improvement and sought to refine the initial governance model with support from the literature. The development of a governance matrix, grounded in both empirical experiences and theoretical considerations, facilitated the integration of direct community experiences and scholarly reflections on the management of common resources. This process led to the development of governance axes that make up the matrix, providing a strategic guide for implementing governance systems tailored to the unique needs of quilombola communities.

The applied experiences were acknowledged as successful for meeting the life plans’ outlined objectives, proving the feasibility of participatory resource management. The community’s unanimous approval of the financial reporting reinforces a commitment to transparency and accountability, crucial for the proposed participatory governance model’s replicability and sustainability. Enriched by the lessons learned and relevant literature, the governance matrix serves as an adaptable and replicable model for other traditional communities, fostering inclusive and participative governance.

Considering the Quilombola Financial Mechanism’s journey, it becomes evident that while the mechanism laid a solid foundation for sustainable community development, it also unveiled specific challenges that necessitated a refined approach to governance. The initiative’s success underscored the critical need for a governance framework that is not only structured but deeply informed by community insights, aspirations, and the practical realities of managing communal resources. This framework aims to address these challenges by providing a comprehensive, adaptable governance structure, ensuring that the community’s voice is central to decision-making processes. It represents a strategic shift towards a governance model that empowers communities, enhances transparency, and fosters a shared sense of responsibility, thereby contributing to the resilient and equitable development of quilombola territories.

3.2. The Governance Framework

This study resulted in the formation of a governance framework, made up of seven fundamental axes that emerged from the intersection between academic theories and community practices. The governance framework sought to harmonize the principles of global governance with the unique characteristics of traditional communities in the Brazilian Amazon. Therefore, the tool created lends itself as a strategic guide, helping the targeted and conscious implementation of governance systems in community contexts.

Based on the conceptual approaches to governance, which addressed principles and structures pertinent to the administration of common resources, we identified the need to incorporate two specific conceptual axes into the participatory governance framework, which were called ‘Design Principles’ and ‘Integrated Governance Principles’. These axes combine governance principles and approaches, encompassing important concepts and recommendations.

Based on practical approaches in the field, we identified the main perceptions and concerns of traditional communities regarding management and governance. In this way, the formation of the other axes of the participatory governance framework directly reflected the discussions and concerns expressed by the quilombolas during the workshops. The on-site approach enabled the identification of four central dimensions: Capacity Building, Transparency, Organizational Arrangement, and Financial Management. These dimensions reflect the needs and aspirations of communities. Given the complexity and emphasis on Financial Management of common resources, these dimensions evolved into five main axes of governance: Community Capacity Building, Communication and Transparency, Organizational Structure and Institutional Arrangements, Design Principles (based on Ostrom), and Integrated Governance Principles. In addition, Financial Management has been deepened under the aspects of Transparency and Financial Accountability, ensuring a more specific and detailed approach to the management of resources within communities. Based on this in-depth understanding and dialogue with the community, we structured the governance framework with the following thematic axes and their respective systematizations, as described in

Table 2. Axes of the participatory governance framework.

Thematic Axes	Systematization of Governance Principles
Community Capacity Building	It focuses on building capacity within the community by ensuring that community members have the knowledge and skills needed to actively participate in governance.
Communication and Transparency	This axis prioritizes the creation of two-way communication channels to ensure the disclosure of information and the active collection of feedback, guaranteeing that the voices of the community are heard and considered, reinforcing a transparent and inclusive communication process.
Organizational Structure and Institutional Arrangements	It addresses the purpose of the governance system, details the legal arrangement necessary for its implementation, and establishes a set of fundamental rules governing representativeness, selection, election, among other crucial aspects.
Design Principles (Ostrom)	It involves adapting the “Design Principles” from Ostrom to the reality of community governance, ensuring that the boundaries, rules, and mechanisms for participation and monitoring are relevant to the local context.
Integrated governance principles	It consolidates the normative and procedural structure, outlining obligations and governance processes to be followed.
Financial Management	It ensures the equitable allocation and efficient use of financial, natural, and common resources by implementing robust monitoring and assessment systems. Establishes clear and transparent procedures for procurement and resource allocation, including criteria for supplier selection and contract management.
Transparency and Financial Responsibility	It details important elements in (financial) accountability in order to guarantee transparency and integrity.

:

Each governance axis represents a specific area of focus within the governance system. The goal is to establish a broad, integrated approach capable of aligning governance practices with the needs of traditional communities. The participatory governance framework is fully provided in Appendix A.

4. Discussion

4.1. Community Capacity Building

The need for capacity building was an issue systematically mentioned by the traditional communities. The community expressed the importance of developing informed leaders and promoting continuing education, with a view to conserving resources and benefiting future generations. Capacity building enables community members to be equipped with the knowledge and skills they need to participate effectively in governance. This capacity building approach is a direct response to the epistemic injustices that limit debate and participation, creating a fairer and more equitable framework for community engagement. The focus on capacity building reflects the understanding that successful community governance depends not only on structures and processes, but also on the empowerment and active participation of community members.

Deliberative processes should not only legitimize public decision-making in a democratic context [15], but should also promote more reasoned and epistemically sound decisions, ensuring that all individuals affected by a given issue have the right to participate in its resolution [16,17,18].

By broadening the knowledge and understanding of community members, the risk of centralization of power by those with more information is minimized, as well as strengthening the community’s capacity to actively participate in dialogue and negotiation on projects and policies that directly affect them. Adequate capacity building allows community members to understand the technical and administrative aspects of the distribution of benefits, but also to engage competently in the negotiations and demands for these benefits. This is critical in complex contexts such as REDD+ projects or when it comes to ensuring fair indemnification or compensation in mining or other development projects. By being well-informed, the community can position itself strategically and equitably in dialogues with stakeholders, ensuring that their voices are heard, and their rights observed.

In addition to avoiding informational asymmetry in deliberative processes, especially those concerning the distribution of benefits derived from conservation projects or those of a compensatory or indemnification nature, community capacity building also allows for the construction of a solid Organizational Structure and Institutional Arrangements. In scenarios where some hold more information than others, decisions may not reflect genuine consensus or the collective interest, compromising the integrity and effectiveness of the deliberative process. Fairness in information is therefore an important element in ensuring that all voices are heard and that decisions are made in a fair and informed manner.

Poorly educated communities should receive training before carrying out benefit distribution processes. Farmers marginalized due to poor education, access to land, social status, and market accessibility, who need additional support systems to improve their capacities, skills and resources before they can benefit from the collective arrangement [19].

4.2. Organizational Structure and Institutional Arrangements

Concern about bureaucratic and organizational aspects was also a recurring theme discussed with traditional communities. The different approaches adopted by communities to receive and manage resources, whether through non-governmental organizations (NGOs) or representative institutions, has highlighted the need to create appropriate organizational arrangements and structures. This understanding led to the creation of the “Organizational Structure and Institutional Arrangements’ axis, which aims to guide communities in choosing structures and practices that best meet their needs and goals”.

The “Organizational Structure and Institutional Arrangements” axis addresses the need for a clearly defined legal arrangement adapted to the reality of local communities. This approach is essential for establishing a legal and organizational framework that supports the implementation and sustainability of governance practices. Benefit sharing in traditional communities is a complex process, especially when it involves the management of several common resources. In terms of benefit sharing, it is crucial that the community knows where these financial resources come from and what the clear relationship is between the funder and the community. In addition, knowing which common resources will be managed and whether there is any interconnection between financial resources and other common resources, such as forest, water and fisheries, is essential to building robust and comprehensive governance arrangements.

The establishment of legally instituted organizations that comply with all legal regulations, tax aspects, clear election and representation processes and criteria for assessing the board of directors, including the necessary sanctions, are extremely important for the success of the project. By taking these positions into account, it is possible to reduce or avoid internal conflicts, ensure transparency and accountability in decision-making, promote a fair allocation of resources and management that fosters mutual trust between members. Furthermore, the appropriate organizational arrangement strengthens the community’s resilience in the face of external and internal challenges and ensures that the actions taken are aligned with the collective interests and longevity of the initiative.

Nevertheless, although the establishment of legally instituted organizations is important for the construction of a governance arrangement with the management of financial resources, it is necessary to remember that such organizations bring together people who, despite having common interests, have different perspectives on life. In response, the Organizational Structure and Institutional Arrangements axis sought to incorporate aspects of Principal Agent Theory. The Principal Agent Theory explores the relationship between the owners (principals), in this case the community, and the managers (agents) of an organization, in this case the board of the legally incorporated organization, emphasizing the importance of governance structures that minimize the risks of conflicts of interest [20]. In this context, governance mechanisms are essential to ensure that agents act in line with the goals set by the principals, reducing the risk of mismanagement, misappropriation of resources, or management directed towards self-interest.

The organizational structure and institutional arrangements, by clarifying roles and responsibilities together with clear mechanisms for electing and assessing representatives, seek to mitigate the risks of conflicts of interest and ensure that resources are managed in a way that reflects collective interests. The governance system benefits directly from this approach, as it establishes clear criteria for selecting and monitoring agents, ensuring that resources are managed transparently and responsibly. Finally, there are other benefits of implementing a well-defined organizational structure and institutional arrangements. Common in developing countries, organizations of farmers, such as associations, cooperatives, self-help groups and women’s groups, contribute greatly to the income and productivity of small producers [19]. As additional benefits, these organizations commonly generate positive impacts, whether social, environmental, productive, or economic [19,21,22,23,24].

4.3. Integrated Governance Principles

The “integrated governance principles” axis integrates concepts of public, community, and network governance, highlighting the importance of clear roles, formal decision-making processes and collaborative strategies. This is important in contexts such as the Amazon, where different players and levels of governance coexist and interact. The inclusion of this axis reflects the complexity and interdependence inherent in governance in traditional communities, where local dynamics and external influences must be balanced.

Public governance is traditionally associated with government management processes and structures. Public governance is the framework of rules, institutions, and practices that set limits and provide incentives for individuals, organizations, and firms [25]. Peters and Pierre [12], in their work “Governance, Politics and the State”, describe public governance as a process of coordinating players and institutions to achieve collective goals, emphasizing the importance of efficiency, transparency, and accountability in government practices. However, the fundamental principles of public governance are not limited to the governmental sphere. They can be adapted and applied to private projects, where transparent and accountable governance practices are just as important.

The concepts of governance have evolved to include a variety of decentralized forms of administration and coordination, which can be applied in non-governmental contexts. Governance goes beyond the mere administration of state activities, involving the creation of conditions for order and predictability in any organizational context [24]. The flexibility of public governance principles is relevant in projects that interact directly with communities or have significant social and environmental impacts. In public governance, clarity in roles and responsibilities is fundamental to effective governance, especially in complex scenarios where multiple institutions and players are involved [12]. The need for formal and transparent decision-making processes is also emphasized in other works [9,10], highlighting the importance of these processes in promoting democratic and inclusive governance. Based on these premises, the proposed governance framework incorporated public governance principles into the roles and responsibilities of the councils and the board of directors, as well as emphasizing transparency in decision-making and citizen participation.

The implementation of formal decision-making processes not only reinforces the order and predictability of operations, but also serves to strengthen the legitimacy of the decisions made. In the participatory governance framework, transparency and accountability are emphasized by requiring that the means of allocating financial resources be open to inspection, ensuring that all expenditure is carried out fairly and in accordance with the agreed goals. Citizen participation, in turn, is incorporated by encouraging community members to have an active voice in decisions that directly affect their lives and collective well-being. This approach democratizes the resource management process, ensuring that the perspectives and needs of the entire community are considered and, more importantly, met.

Citizen participation can also be considered one of the fundamental principles of community governance. It allows communities to have an active voice in the decisions that affect their lives, ensuring that their perspectives and needs are considered and met. Citizen participation is encouraged, enabling community members to have an active voice in decisions that directly affect their lives and collective well-being. This approach democratizes the resource management process, ensuring that the perspectives and needs of the entire community are considered and met.

Community governance is an essential form of social organization that emphasizes self-determination, local knowledge, and shared management of resources. Community governance can be defined as the capacity of communities to self-organize and manage their resources sustainably and independently, without the need for centralized or authoritarian intervention. Community governance involves the ways in which communities as small social units organize themselves to make decisions that affect their collective life [26]. Many communities have created a complex and varied set of rules for collective governance, which challenges the notion that centralization is the only solution for managing common resources [7]. The active and inclusive participation of community members in decision-making is a fundamental pillar of effective and democratic governance. Effective community governance is based on collaboration, decentralization, and the capacity to adapt local cultural and institutional practices [7,10].

The proposed governance framework incorporated at least three principles of community governance. The adoption of rules and norms that are in harmony with local values and traditions, the inclusion of the community voice in the decision-making process and the strengthening of participatory dynamics were included as basic principles of the governance framework. As noted in the literature [27], these can be considered important elements for stability and cooperation within a society.

The proposed governance framework also considered the governance in networks approach. This approach allows the different players involved in resource management to work together to achieve common goals. Governance networks are like forms of cooperation between interdependent players, forming a structure for decision-making in complex environments [8]. Governance networks refers to the coordination and management of processes and relationships between various players, such as organizations, individuals and groups, who act in an interconnected network. Governance in networks is essential for managing complexities and interdependencies in multifaceted environments [28]. This form of governance is recognized for its capacity to connect different players, whether public, private or from the third sector, allowing the sharing of resources and the coordination of efforts towards common goals, forming collaborative networks.

Collaborative networks are important for decision-making and the implementation of effective policies [8]. Through these networks, governance processes transcend traditional institutional barriers and promote more dynamic interaction between stakeholders, contributing to innovative and sustainable solutions. As noted in the literature [29,30], collaborative and decentralized strategies are important elements of Governance in Networks. In this way, the governance framework incorporated principles such as the formation of external connections, the development of strategies for collaboration and sharing, the implementation of communication platforms, the use of collaborative decision-making, and the application of decentralization. Collaborative Decision Making is encouraged to reflect a collective consensus, while Decentralization is adopted to distribute power and influence, avoiding excessive centralization that can limit participation and innovation within the network. It is important to note that elements of network governance have also been incorporated into the financial management axis.

4.4. Communication and Transparency

In the scope of governance, communication and transparency are essential for cultivating trust and promoting responsibility. Transparency is a crucial component that allows citizens and stakeholders to follow and understand the actions of the government, which is vital for the functioning of a healthy democracy [31]. As seen in the literature [31,32,33], effective communication not only informs but also engages stakeholders, providing the means for feedback and active participation, as well as contributing to the success of community initiatives. Transparency not only facilitates access to information, but also promotes engagement and accountability in governance processes [34]. These works highlight the importance of effective communication and transparency in the management of common resources and the sustainable development of communities.

In the “Communication and Transparency” axis, governance issues are addressed with the intention of establishing a constant flow of information between project managers and community members. By detailing the channels of communication, both formal and informal, the governance framework recognizes the need for accessibility and diversity in the methods of disclosing and collecting information. The inclusion of regular assessment of communication strategies demonstrates a commitment to continuous improvement and adaptation to the needs of the community, emphasizing the importance of feedback and the active participation of stakeholders.

4.5. Financial Management

Concern about the conscious management of resources and transparency was a widely discussed issue, highlighting the community’s desire for autonomy in the administration of its resources. This concern resulted in the formation of the ‘Financial Management’ and ‘Transparency and Financial Responsibility’ axes, recognizing the importance of effective management and financial control for the sustainability of the community. A governance approach focused on effective financial management and community autonomy can lead to more inclusive and equitable development, benefiting present and future generations of these communities [35,36].

Incorporating the “financial management” axis into the governance framework is extremely important, especially when communities are not trained to manage financial resources. The introduction of financial resources into communities, whether from indemnification or remuneration for environmental services, can lead to social destabilization when combined with weak or non-existent governance systems. This can threaten community cohesion and sustainable progress, altering territorial dynamics, favoring the concentration of power and processes of corruption.

The high dependence on finance can even increase conflicts when payments are insufficient [37]. The Suruí project illustrates how difficult it is to maintain social cohesion when the use of REDD+ revenues is considered inappropriate by community members. Historical conflicts between different Suruí clans increased with the creation of the Suruí Project of Forest Carbon because some community members believed that the project’s revenues were distributed unequally [38]. The lack of proper governance in the Suruí Project of Forest Carbon, which exacerbated internal conflicts and income discrepancies in the Paiter Suruí indigenous community, serves as a critical reminder of the importance of transparent and equitable governance in income transfers and benefit sharing.

The Suruí experience highlights the need for approaches that consider the social and economic dynamics within traditional communities, focusing on governance practices that promote justice and sustainability. The effective application of governance practices in Financial Management and Resource Allocation has emerged as an answer to many of these problems. The challenge is to ensure that the management of financial resources benefits the community, which requires the implementation of practical actions aimed at guaranteeing transparency and accountability, with particular emphasis on the distribution of funds to individuals and the allocation of long-term investments. This involves adopting a series of practical actions that seek to ensure transparency and accountability, regarding the distribution of funds to individuals and the allocation of long-term investments.

This axis addresses issues linked to the planning, management and use of financial resources, as well as rules and procedures that ensure the equitable allocation and disbursement of funds, the adoption of transparent purchasing practices and rigorous inspection of expenditure, all with the goal of strengthening governance and promoting financial sustainability within the community. This axis is therefore subdivided into three sections, namely: Planning and Monitoring, Operational Management and Management Safeguards.

4.5.1. Community Planning and Monitoring

The community planning and monitoring process is designed to ensure the efficient, fair, and equitable use of resources. This planning reflects the community’s commitment to self-determination and sustainability, encompassing territorial and environmental management, economic development, culture, education, and ensuring rights and access to public policies. Sustainable strategies are prioritized to promote long-term collective well-being, alongside meeting the community’s immediate needs. The emphasis of planning should be on sustainable strategies that promote collective well-being in the long term, while observing the immediate needs of community members [35,36].

In Brazilian Amazonian communities, planning, often referred to as a “life plan”, plays a critical role in securing rights and fostering autonomous, sustainable development. Community engagement in the formulation of community planning is fundamental as it reflects the local needs and aspirations of the community [39]. Engagement in this process is essential, as it mirrors the community’s unique needs and aspirations.

An important aspect of effective community planning is the clear definition of goals and objectives that reflect the community’s priorities [40]. These goals must be realistic, measurable, and aligned with the community’s resources and capacities. Community members themselves prepare this plan, drawing from their needs, traditions, and visions for the future. It sets out sustainable development priorities, goals, and strategies, emphasizing cultural and territorial identity preservation. Starting with inclusive meetings that encourage active participation, community planning fosters an environment of openness and mutual respect.

It is essential that planning encompasses strategies for economic development that not only promote the immediate well-being of community members, but also ensure long-term environmental and economic sustainability. Long-term economic development goals are important since the benefits resulting from compensations, royalties and payments for environmental services are limited and temporary.

In this way, the community must plan to strengthen aspects related to social-bioeconomics in order to become autonomous and sustainable. According to experiences in the literature [35], it is important for the community to pay attention to the planning created to ensure that the programs created serve the community’s purposes and do not replace government programs. Community planning should result in a financial-budgetary schedule divided into specific headings and detailing each axis addressed. This planning should serve as a guide for the use of the resource.

4.5.2. Operational Management

Operational management in communities requires transparent practices to manage financial resources effectively and fairly. Detailed operating procedures and clear process flows from purchase request to execution, along with comprehensive transaction recording, are essential to achieving this objective. These practices guarantee the alignment of the use of financial resources in accordance with the objectives of the community plan, always supported by the approval of community members. Transparency and fiscal responsibility in community governance processes are fundamental to the trust and legitimacy of the administration of community resources [41]. Obtaining multiple quotes and bidding processes for significant purchases is recommended for transparency and optimal cost-benefit results. Additionally, it is recommended that execution be monitored by the Supervisory Board, with protocols in place to resolve supplier discrepancies. These strategies were adopted in the experiences of financial management by communities in Alto Trombetas.

This operational management practice proved successful in the quilombola financial mechanism implemented from 2018 to 2019 in the quilombola communities of Oriximiná-PA. All these approaches have been transformed into guiding questions and are integrated into the governance framework.

4.5.3. Management Safeguards

Management safeguards are essential for ensuring decision-making and financial process effectiveness and integrity within community governance. They serve as mechanisms for responsible resource use and alignment with community goals. The creation of financial governance systems must consider continuous monitoring and behavioral factors affecting decision-making. Implementing structures that promote transparency and responsible financial management is critical. This includes clear procedures for resource allocation and use, alongside monitoring and assessment systems for timely problem identification and correction.

Continuous monitoring and recognition of behavioral factors that influence decision-making must be taken into account when creating financial governance systems [11]. In the context of community governance, the application of the principles and elements to prevent fraud implies the implementation of efficient board structures, transparency in decision-making, and the adoption of practices that guarantee responsible financial management [11]. This includes the creation of clear procedures for the allocation and use of resources, as well as the implementation of monitoring and assessment systems that allow problems to be identified and corrected in a timely manner.

The four levels of defense proposed [11] are relevant to community governance. The first level involves administrative operations, focused on the efficiency of daily operations and the prevention of problems. The second level consists of internal supervision functions, such as financial control, which ensure compliance with established policies and procedures. The third level, internal auditing, is responsible for assessing the effectiveness of the first two levels and identifying areas of risk. Finally, the fourth level concerns external monitoring, such as supervision by regulatory bodies or independent consultants, who provide an outside perspective and help ensure that governance is in line with best practices and regulatory standards.

Including these elements in the governance framework of traditional Amazonian communities not only strengthens financial and administrative operations, but also contributes to the transparency, accountability, and long-term sustainability of the communities. By incorporating these management safeguards, communities can ensure a more efficient and fair use of resources, strengthening their capacity for self-management and promoting sustainable development.

4.6. Transparency and Financial Responsibility

Transparency in the management of financial resources was a very important element in the workshops. Transparency and active community participation are essential to prevent misunderstandings and conflicts, thus promoting governance that is not only comprehensive, but also inclusive and representative. Although the emphasis on clear communication and transparency is present in the Design Principles, we have added a specific axis of governance dedicated to this topic. This decision reflected the great concern of the community about this issue.

Thus, the ‘Communication and Transparency’ axis was created, reflecting the value that the community places on clarity in communication and openness in decision-making processes. The spreadsheet presented as a governance framework for financial accountability establishes a structured framework to ensure that entities are transparent and accountable in their financial operations. The framework seeks to highlight the entire accountability process, including bank statements, payment vouchers, tax documents, receipts, reports and summaries, in order to emphasize the importance of each transaction being clearly documented and communicated. This experience was successfully carried out in the pilot project developed in Alto Trombetas, in the municipality of Oriximiná.

In addition, the governance framework highlights the need for feedback mechanisms and suggestions that allow for the continuous improvement of the accountability process, which is essential for the adaptability and improvement of governance practices. Critically, the tool reflects an understanding that financial accountability goes beyond simple reporting. It is a process that involves the capacity building of the community to understand and monitor these practices, building mutual trust and civic engagement. The emphasis on showing results demonstrates a commitment to transparency, not only about processes, but also about the impact of the initiatives financed on the community and the environment.

Conducting independent and periodic audits, as suggested in the framework, is a recommended practice [11] to validate the integrity and effectiveness of financial management and ensure that the established goals are met. These audits are essential to provide an impartial assessment of the finances and operations of the entity, thus increasing credibility with stakeholders.

The scientific literature [42,43,44,45,46] emphasizes the importance of transparency and accountability for public confidence in the financial management of government entities. Effective governance requires not only the disclosure of financial information, but also the active participation and capacity building of the community to understand and interpret this information. The emphasis on the disclosure of results is important for organizations, which must report not only their economic activities, but also the social and environmental impact of these activities.

This axis of governance is also aligned with the principles provided in “A Practical Guide to Social Audit as a Participatory Tool to Strengthen Democratic Governance, Transparency, and Accountability” [46]. This guide emphasizes the vital need to implement resource management characterized by absolute transparency and full accountability to the community. The guide reiterates that such practices are not only essential components of democratic governance, but also act as a foundation for building and maintaining trust between the community and government entities.

In addition to clear accountability processes, a corrective action mechanism to address possible discrepancies in accountability is vital. The mechanism should include identification of the discrepancy, recording and documentation, initial assessment, detailed investigation, correction and resolution, communication, monitoring and review of processes. Implementing these elements in a community’s financial management helps to create a culture of transparency and responsibility, fostering trust and active participation among community members. Furthermore, as highlighted by “A Practical Guide to Social Audit as a Participatory Tool to Strengthen Democratic Governance, Transparency, and Accountability” [46], the inclusion of broad sectors of civil society in the planning and monitoring process enriches community management.

Finally, recording and archiving all documents related to purchases are practices that not only facilitate future consultations and audits, but also reinforce transparency and accountability. As advocated by Ostrom [7], continuous monitoring and adaptability are key elements for the sustainability and success of community governance.

4.7. Application of the Governance Framework

Efficient governance of natural and financial resources is fundamental to the sustainable success of projects [47]. The proposed governance framework contributes to this aspect by providing clear guidelines and transparent procedures for the allocation and management of resources, aligning itself with the principles of good governance and reinforcing responsibility and accountability at all levels of community administration.

The governance framework proposed here presents initial elements that can facilitate the structuring and implementation of governance systems for communities that will receive financial resources, whether they come from environmental compensation, indemnification, or conservation projects. The tool is an important instrument for managing various projects that generate benefit sharing, such as REDD+ projects, environmental compensation, mining royalties, and other models for generating community revenue, such as community tourism.

The effectiveness of this tool lies in its capacity to incorporate a range of governance principles, adapted and applicable to the peculiarities of traditional communities, especially those in the Brazilian Amazon. Thus, the governance framework can be applied in direct benefit sharing contexts.

As seen in the literature [48], it is important to highlight the importance of the adaptability of governance systems for effective community participation. This adaptability is an inherent quality of the governance framework, which offers the necessary guidelines for setting up governance processes that are both robust and sensitive to local specificities. The framework helps to ensure that all members of the community can understand their roles and responsibilities within the established system, promoting inclusive and effective governance.

Experience in the governance of royalties in Aboriginal communities in Australia [49] also offers us valuable lessons on the applicability of the governance framework, with special relevance in contexts where the equitable distribution of resources and transparency are essential. Applying governance principles to these communities reveals specific challenges, such as the need to balance fair and sustainable payments with political autonomy and natural resource management. As seen in the literature [49,50], the lesson learned is that effective governance requires an approach that balances local interests with the need for responsible financial management, something that the proposed governance framework aims to facilitate. The framework can guide the establishment of more efficient organizational structures, ensuring that payments and resource management are conducted in a way that benefits all stakeholders in a fair and transparent manner.

The importance of community capacity building is essential to ensure that community members have the knowledge and skills necessary for effective participation in governance [49]. The Australian experience serves as an example for the implementation of more robust and equitable community governance systems, where active participation, transparency and financial responsibility are fundamental to their sustainable success.

The analysis showed that good investments of resources and capacity building processes are still needed for beneficiary communities to become organized and access their benefits. They also indicated that this type of assessment needs to be constantly carried out to monitor the effectiveness, efficiency, and equity of benefit-sharing systems [51]. Without governance, sustained development is unlikely, and valuable opportunities will be wasted [36].

5. Conclusions

The Quilombola Financial Mechanism contributed to the construction of the Participatory Governance Matrix by demonstrating the effectiveness of community-led financial management and governance in quilombola territories. This experience highlighted the importance of community participation, transparency, and adaptability in governance processes. The pilot projects of AT1 and AT2 showed how community involvement in decision-making processes and the establishment of governance structures like deliberative councils can lead to more effective management and distribution of resources. These insights were instrumental in shaping the principles and structures of the Participatory Governance Matrix, aligning it with the specific needs and dynamics of traditional communities.

Building on the success and lessons learned from the Quilombola Financial Mechanism, it becomes evident that implementing a governance framework in traditional communities, with a focus on land and natural resource management, is a multifaceted challenge. This broader context underscores the importance of adapting the insights gained from the experience of the quilombola people to address the complexities of governance in these communities.

The implementation of a governance framework in traditional communities, focusing on land and natural resource management, is a complex and multifaceted challenge. For these communities, the main concern involves more than just achieving greater autonomy over their affairs. This approach emphasizes the need not only to achieve autonomy and rights, but also to establish methods of governance designed by the community itself that contain clear elements and cultural relevance. This implies transforming the control acquired into concrete, sustainable, and long-term benefits for communities, ensuring that the management of natural and territorial resources meets the needs and preserves the values of these groups.

The governance framework is intended to serve as a practical, equitable, and accessible guide for communities that face difficulties in adopting or developing governance mechanisms applied to the direct benefit sharing. By providing a structured model for community governance, this work offers important guidelines for sustainable development and equitable resource management, in line with the global goals of social justice and environmental conservation.

The tool systematizes the governance principles presented in this study, which have been organized into distinct governance axes. Each axis represents a specific area of focus within the governance system, ranging from organizational structure and institutional arrangements to financial management. Through these axes, the aim is to establish a holistic and integrated approach that aligns governance practices with community goals, ensuring efficiency, transparency, and equity.

The results obtained suggest that the proposed governance framework can be a replicable and adaptable model for other traditional communities, offering a viable path towards more inclusive and participatory governance. However, the experience highlighted the need for time and space for communities to internalize and adapt new knowledge and practices, reinforcing the value of a collaborative and interactive approach to building sustainable governance solutions.