Adapting Institutions: Governance, Complexity and Social-Ecological Resilience

Adapting Institutions......Page 2
Title......Page 4
Contents......Page 8
Illustrations......Page 10
Contributors......Page 13
Foreword......Page 18
Acknowledgements......Page 20
Acronyms and abbreviations......Page 21
1 Adapting institutions, adaptive governance and complexity: an introduction......Page 24
Part I Adapting local institutions, networks, leadership and learning......Page 32
2.1 INTRODUCTION......Page 34
2.2 THE CASE......Page 35
2.2.1 Fishing activities and management over time......Page 37
2.3.1 Theoretical perspective......Page 38
2.3.2 Methods......Page 39
2.4.1 Networks and knowledge distributions......Page 41
2.4.2 Social brokers or blockers: positions and incentives......Page 48
2.4.3 Leadership and influential individuals......Page 50
2.5 SUMMARY AND OUTLOOK......Page 54
REFERENCES......Page 55
3.1 INTRODUCTION......Page 60
3.2 LOCAL INSTITUTIONS AND ADAPTIVE CAPACITY......Page 62
3.3 TABOOS AS LOCAL INSTITUTIONS......Page 63
3.3.1 Taboos in Madagascar......Page 64
3.3.2 Forest and taboos in Androy......Page 65
3.3.3 The ecological context......Page 67
3.4 SOCIAL CONTEXT......Page 70
3.5 THE TABOO FOREST INSTITUTIONS......Page 71
3.6 DRIVERS OF CHANGE AND LOCAL ADAPTIVE CAPACITY......Page 73
3.6.1 Erratic rainfall and migration......Page 74
Western Androy: deforestation 1986–2000......Page 75
North and central Androy: stable and regenerating forest cover 1986–2000......Page 76
The core of Androy in the south: stable forest cover 1986–2000......Page 77
3.6.2 Christianity and social change......Page 79
Attitudes and tensions: Christianity and ancestral believers......Page 80
Funerals, forest burial sites and Christianity......Page 83
3.8 DISCUSSION......Page 85
3.8.1 The link between land and people......Page 86
3.8.2 The link between people, ancestors and forest......Page 89
3.9 CONCLUSIONS......Page 93
REFERENCES......Page 94
4.1 INTRODUCTION......Page 98
4.2 DATA AND METHODOLOGY......Page 101
4.3.1 Floods and landslides......Page 103
4.3.2 New users......Page 106
4.3.3 Offers of infrastructure support......Page 109
4.3.4 Implementation of infrastructure support......Page 112
4.4 ANALYSIS......Page 115
4.4.1 Actions and actors......Page 117
4.4.2 A link to business organisations......Page 119
4.4.3 Causes, immediate impacts and long-term effects......Page 120
4.5 CONCLUSIONS......Page 121
REFERENCES......Page 122
5.1 INTRODUCTION......Page 124
5.2 URBAN LAND CHARACTERISTICS AND IMPLICATIONS FOR LAND INTERACTION......Page 126
5.3 DYNAMICS OF PROPERTY RIGHTS IN URBAN AREAS......Page 129
5.4 URBAN COMMONS......Page 132
5.4.1 Community gardens......Page 133
5.4.2 Allotment areas......Page 135
5.4.3 Emerging urban commons......Page 137
5.5 URBAN COMMONS AND SUSTAINABILITY IN CITIES......Page 138
5.5.1 Applicability of commons in urban areas......Page 139
5.6 CONCLUSIONS......Page 143
REFERENCES......Page 144
Part II Adapting and governing public institutions for uncertainty and complexity......Page 148
6.1 INTRODUCTION......Page 150
6.2 THE STATE AS A SOCIAL–ECOLOGICAL SYSTEM......Page 151
6.3 THE ADAPTIVE CAPACITY OF STATES......Page 153
6.4 THE ENVIRONMENTAL STATE......Page 154
6.5 ENVIRONMENTAL GOVERNANCE REGIMES......Page 156
6.5.1 A brief history of the environmental state......Page 158
6.6 MODELLING THE ADAPTIVE CAPACITY OF ENVIRONMENTAL GOVERNANCE REGIMES......Page 160
6.6.1 Policy diversity in EGRs: a first look......Page 162
6.7 THE NEED TO STRENGTHEN THE ECOSTATE......Page 164
6.8 CONCLUSIONS: RETHINKING THE ROLE OF THE STATE IN ADDRESSING ENVIRONMENTAL CHANGE......Page 166
REFERENCES......Page 167
7.1 INTRODUCTION......Page 171
7.2 THE STATE OF THE WORLD’S FOOD SECURITY......Page 173
7.3  UNDERSTANDING FOOD SECURITY......Page 174
7.4 THE NIGER HUMANITARIAN CRISIS 2004–05......Page 177
7.4.1 Assessment of the food security situation in Niger......Page 179
7.4.2 National and international responses to the crisis......Page 181
7.4.3 Food insecurity as a result of institutional failures......Page 182
7.5.1 Knowledge and practice......Page 183
7.5.2 Institutional learning......Page 185
7.5.3 Co-management......Page 186
7.5.4 Social capital......Page 187
REFERENCES......Page 189
8.1 INTRODUCTION......Page 194
8.2 PUBLIC–PRIVATE PARTNERSHIPS FOR ENVIRONMENTAL GOVERNANCE......Page 197
8.3 CAYMAN ISLANDS HURRICANE PREPAREDNESS AND THE NATIONAL HURRICANE COMMITTEE......Page 200
8.4 PAST AND FUTURE EFFECTIVENESS OF THE NATIONAL HURRICANE COMMITTEE......Page 205
8.5 CONCLUSIONS: LESSONS FOR PUBLIC–PRIVATE PARTNERSHIPS IN HAZARD MANAGEMENT......Page 207
REFERENCES......Page 209
Part III Adapting multi-level institutions to environmental crisis......Page 214
9.1 INTRODUCTION......Page 216
9.2 PUZZLES IN ADAPTIVE GOVERNANCE......Page 217
9.2.1 The puzzle of institutional diversity......Page 218
9.2.2 The puzzle of institutional redundancy......Page 219
9.2.3 The puzzle of leadership versus decentralisation......Page 220
9.3 ADAPTIVE RECONFIGURATIONS IN GOVERNANCE......Page 221
9.3.1 High-reliability organisations as adaptive reconfiguration......Page 222
9.4 MULTI-LEVEL GOVERNANCE, RECONFIGURATIONS AND EMERGING INFECTIOUS DISEASES......Page 225
9.4.1 Early warning and information technology......Page 226
9.4.2 Communication, not information......Page 227
9.4.3 Networks of networks in global health governance......Page 228
9.4.4 Governance reconfigurations and ‘networks of networks’......Page 229
9.5 CONCLUSIONS......Page 232
REFERENCES......Page 234
10.1 INTRODUCTION......Page 239
10.3 THE 2004 INDIAN OCEAN TSUNAMI......Page 240
10.3.1 The impact of the tsunami in Sri Lanka......Page 241
10.3.2 The governance of coastal ecosystems in Sri Lanka before the tsunami......Page 243
10.3.3 The governance of coastal ecosystems in Sri Lanka after the tsunami......Page 246
10.4.1 Cooperation and collaboration in a network of actors......Page 252
10.4.2 Social memory and learning......Page 254
10.4.3 Flexible and experimental approaches......Page 255
10.5 CONCLUSIONS......Page 256
REFERENCES......Page 258
11.1 INTRODUCTION......Page 263
11.2.1 Existing frameworks and their limitations......Page 264
11.2.2 Adding a resilience perspective to evaluating adapting institutions......Page 266
11.3.1 Department for International Development (DFID)......Page 269
(1) Self-organising: DFID reshaping itself for climate change......Page 272
(2) Buffering: building preparedness and leadership in DFID......Page 273
(3) Feedback: monitoring and ad-hoc learning on climate change in DFID......Page 274
(1) Self-organising: influencing climate-change decisions......Page 276
(3) Feedback: various forms of stocktaking in the FCO......Page 277
(1) Networks......Page 278
(2) Buffering......Page 279
(3) Feedback......Page 280
11.4.2 Barriers and limits to evaluating adaptation......Page 281
Principle 4: efficiency in adapting institutions......Page 282
11.4.3 Strategies for evaluating adapting institutions......Page 283
ACKNOWLEDGEMENTS......Page 284
REFERENCES......Page 285
12.1 INTRODUCTION......Page 287
12.2 THE PROBLEM OF FIT AND ADAPTIVE GOVERNANCE......Page 288
12.3 SUMMARY OF CHAPTER INSIGHTS......Page 290
12.3.1 Adapting local institutions, networks, leadership and learning......Page 291
12.3.2 Adapting and governing public institutions for uncertainty and complexity......Page 293
12.3.3 Adapting multi-level institutions to environmental crisis......Page 295
12.4 DRAWING THE PIECES TOGETHER: INSIGHTS FOR SOCIAL–ECOLOGICAL RESILIENCE......Page 297
REFERENCES......Page 298
Index......Page 304