Rural areas face increasing pressures to deliver both private and public goods from land management. Multiple stakeholders seek different outcomes; and there is substantial heterogeneity in values. Trade-offs, synergies and complementarities exist between different services and alternative bundles of goods. The resulting complex socialecological systems (SES) therefore require adaptive co-management. In a governance context, no single organisation has oversight across the variety of interests involved, but the challenge remains as to how these interests can best be balanced and negotiated, to deliver socially beneficial outcomes. This paper analyses how this might be achieved by considering the perspective of a 'social residual claimant' (SRC). The SRC, as an ideal type, represents the ultimate 'owner' or steward of an ecosystem which sets the criteria to assess alternative outcomes, identifying best approaches and promoting resilience through adaptive management. A SRC cannot be a static construct, but must interact with and influence private land-holders and other stakeholders, adjusting actions as circumstances change. We identify the criteria that would be required in order for an SRC to act in the best interests of society. We then make a comparison of these criteria against the conditions applying in three contrasting approaches currently operating in the UK: National Parks Landscape Partnerships and Nature Improvement Areas. This enables us to identify the differences between approaches and to suggest changes that could enhance capabilities, as well as ideas for further research. We suggest that the ideal of an SRC offers a simple method of benchmarking that has potential application across a wider range of different local contexts, beyond the UK.Response to Reviewers: Reviewer #1 1. … Thus, my major suggestion would be to clarify what they mean. And I think what they mean with the SRC is likely quite close to the idea of a bridging organization (or network administrative organizations, a policy platform, boundary organization, etc). Thus, either stick to one (or several) of these more established concepts, or more clearly explain how the SRC relate to these (and what makes it different).
Response:We have substantially reworked the paper in order to explain more clearly the position of the SRC and why it is different from these other types of organisation.2. The really interesting research questions, as I see it, it to try to figure out if and how governance, as an inclusive approach to government, can succeed it that. To move beyond simple assertions of the value of governance to more critically examine how to make governance arrangement effective. That research agenda includes focusing on different 'venues' for co-management (or collaborations) -such as the studied three cases in this paper. Thus, I find the assessment of the seven criteria for these organization useful and interesting (although, again, I would not expect that any one actor would and should fulfill all of them). And worth publ...
