Adaptive governance and bridging organisations– case studies from local to global scales

Lisen Schultz, Stockholm Resilience Centre, lisen.schultz@su.se

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)

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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

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Curbing illegal fisheries in the Southern Ocean

Restoring cultural landscapes in Kristianstads

VattenrikeRezoning the Great

Barrier Reef

Three adaptive governance initiatives

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Scope and organisation

• 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

• 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)

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

Key features of AG: Illuminating contrastsKV 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

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

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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

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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)

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

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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)

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Strategies of bridging organisations (Crona and Parker 2012)• Provide a politically neutral space • Produces boundary objects to align interests• Negotiate power relations

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• Collaboration across scales

• Networks tailored to each project

• Shared vision about Kristianstads Vattenrike

The bridging organisation Ecomuseum Kristianstads Vattenrike

The bridging organisation of Kristianstads Vattenrike

National actors

International actors

Ecosystem

Local actors

Bridging organisation

Challenges of bridging organisations• Remaining adaptive• Remaining innovative• Remaining legitimate• Accountability

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