These three attempts at co-management are important because they reflect a key shift within the relevant authorities, in this case, environmental management authorities to collaboratively work with indigenous peoples in a protected area context. The case study highlights, that consistent with Ostrom's [26] idea of new institutional arrangements, that local partnerships between different actors can be effective in achieving strategic management objectives of common pool resources, such as tourist areas or key species. Both local and external contextual factors play a part in such initiatives. The key question though is how, in advancing co-management within protected area management, do both parties agree to share power within the management initiative? Power sharing can be developed in many ways: (i) through developing forums for decision-making, (ii) by developing processes of information transfer, communication and development, and (iii) by sharing resources and capacity. Achieving parity (however that is conceived by each participant in the management exercise) is the key challenge to any commitment. As Jones and Burgess ([21], p. 241) boldly note; ‘If a balanced approach, which shares power and provides for the fulfillment of both local and statutory objectives, cannot be developed, the potential applicability of co-management approaches for nature