Lecture 2. Adaptive governance and bridging organisations
- 1. Adaptive governance and bridging organisations – case studies from local to global scales Lisen Schultz, Stockholm Resilience Centre, lisen.schultz@su.se
- 2. Adaptive governance • Real-world phenomenon (state and non-state actors at multiple levels collaborate to deal with social-ecological issues) • Analytical framework (studying the interplay between actors, networks, organisations, institutions) • Prescriptive (suggested as a way to deal with complex social-ecological issues) 2
- 3. Definition of adaptive governance ”Adaptive governance refers to flexible and learning- based collaborations and decision-making processes involving both state and non-state actors with the aim to adaptively negotiate and coordinate management of SES” (Schultz et al. 2015, PNAS) Involves (according to Folke et al. 2005): – Building knowledge of ecosystem dynamics – Feeding knowledge into adaptive management practices – Supporting multi-level governance systems and institutions – Dealing with change, disturbance and uncertainty 3
- 4. Curbing illegal fisheries in the Southern Ocean Restoring cultural landscapes in Kristianstads Vattenrike Rezoning the Great Barrier Reef Three adaptive governance initiatives
- 5. 5 Kristianstads Vattenrike Great Barrier Reef Southern Oceans Guiding vision To maintain, develop and support sustainable use of the cultural and natural values in Kristianstads Vattenrike To ensure that all human uses of the Park are ecologically sustainable and that the ecosystem's natural functions, especially resilience, are maintained To preserve the waters surrounding the Antarctic continent for peaceful purposes only and to prevent their becoming the scene or object of international discord Area and ecosystem services in focus 1,040 km² of cultural landscapes Cultural (recreational, educational, heritage) Regulating (flood regulation, water purification) Provisioning (food, fresh water) Supporting (habitat for more than 700 nationally red-listed species), 345,000 km² of coral reef Cultural (world heritage, indigenous hunting, tourism, recreation) Regulating (storm protection) Provisioning (seafood, medicines, aquarium fish) Supporting (habitat for coral, fish, dolphins etc) 20,327,000 km² of ocean Cultural (pristine ecosystems to be conserved for the benefit of mankind, including charismatic seabirds) Provisioning (fish stocks) Supporting (benthic habitats), Levels of governance (primary level of bridging organisation in bold) Sub-municipal (Landowners and associations) Municipal (Kristianstad) Regional (Skåne County), National (Swedish EPA) International (UNESCO MAB) Local (communities and associations) State (Queensland) National (GBRMPA) International (UNESCO WH) Sub-national (Fish industries and environmental NGOs) National (several member states within CCAMLR International (CCAMLR and other international org.) Actor groups involved State actors, Resource users, Conservation NGOs, Academic institutions, Local associations, Landowners State actors, Resource users, Conservation NGOs, Academic institutions, Local associations, Indigenous groups State actors, Resource users, Conservation NGOs, Academic institutions Scope and organisation
- 6. • awakening crisis • reframing of the human–nature relation (key individuals) • umbrella concepts (knowledge, networks, institutions) • bridging organization connecting sectors and scales Common pattern of emergence
- 7. • Kristianstads Vattenrike: restoration of wetlands and sandy grasslands, enhanced access to recreation and education • Great Barrier Reef: increase of non-take areas (5%33%) abundance and size of fish increased, decrease of coral-eating starfish outbreaks • Southern Ocean: increased quota for licenced fisheries, reduced mortalities of seabirds Clear effects on natural capital (ecosystem services)
- 8. Respond to new challenges • KV: brownification of water, decline in certain bird populations • GBR: rising seawater temperatures, ocean acidification, water pollution from terrestrial runoff, dredging, port development • SO: to establish a protected area is a politically contentious issue
- 9. Key features of AG: Illuminating contrasts KV vs Natura 2000: Connecting regional policies to local engagement is key GBR vs Maine lobster fisheries: Seeing the whole ecosystem with multiple ecosystem services and beneficiaries is key for responding SO vs EU fishery policies: Connecting formal and informal institutions, actors and networks for compliance is key
- 10. Definition of bridging organization (Crona and Parker 2012) • Organisation that link diverse actors or groups through a strategic bridging process • More formalized (own personel, resources) than informal social networks • Broader than boundary organisations 10
- 11. Bridging organizations (Schultz 2009) • Connect vertically as well as horizontally – link networks and institutions • Generate social-ecological knowledge and support learning • Facilitate and protect collaboration – mobilize actors and resources, build trust, resolve conflicts, align interests 11
- 12. Bridging organizations, adaptive governance, networks • Bridging organisations (or individuals performing bridging functions) are crucial for successful governance (Berkes 2009) • Adaptive governance brings different types of networks together (stewardship networks, governance networks), coordinated by bridging organisations (Schultz et al. 2007, Hahn 2011)
- 13. Strategies of bridging organizations (Kristianstads Vattenrike) • Systems view: ecosystem management is connected to social and economic development • Flexible organisation: small core team + networks tailored to each project • Strategic collaboration: build on and encourage local knowledge and local engagement • Begin small scale, demonstrating good examples 13
- 14. Strategies of BOs (KV continued) • Invest in face-to-face communication • Facilitate learning about natural values (outdoor museum, web site, meetings etc) • Formalize the initially volontary commitments (eg. through becoming a Biosphere Reserve, and through contracts with land-owners) 14
- 15. Strategies of bridging organisations (Crona and Parker 2012) • Provide a politically neutral space • Produces boundary objects to align interests • Negotiate power relations 15
- 16. • Collaboration across scales • Networks tailored to each project • Shared vision about Kristianstads Vattenrike The bridging organisation Ecomuseum Kristianstads Vattenrike
- 17. The bridging organisation of Kristianstads Vattenrike
- 18. National actors International actors Ecosystem Local actors Bridging organisation
- 19. Challenges of bridging organisations • Remaining adaptive • Remaining innovative • Remaining legitimate • Accountability 19