Crossing Boundaries, Crossing Scales: The Evolution of Environment and Resource Co‐Management

Plummer, Ryan; Armitage, Derek

doi:10.1111/j.1749-8198.2007.00040.x

Cited by 42 publications

(25 citation statements)

References 57 publications

(154 reference statements)

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“…Not least, it draws attention to key features of the process of developing joint management procedures, including trust, power sharing, and institution building (Pinkerton 1989a, Plummer and Armitage 2007, Berkes 2009). The adaptive turn in comanagement has provided further advances and has deepened our understanding of human-environment relations through its focus on concepts, such as social learning, and its appreciation of the inherent complexity and uncertainty of coupled socialecological systems (Folke et al 2005, Plummer and Fitzgibbon 2007, Armitage et al 2009).…”

Section: Introductionmentioning

confidence: 99%

Using the politicized institutional analysis and development framework to analyze (adaptive) comanagement: farming and water resources in England

Whaley¹,

Weatherhead²

2015

E&S

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ABSTRACT. The challenge of managing water resources in England is becoming increasingly complex and uncertain, a situation reflected in many countries around the world. Cooperative and participatory forms of governance are now seen as one way of addressing this challenge. We investigated this assertion by focusing on five farmer irrigator groups in the low-lying east of England. The groups' relationship with water resources management was interpreted through the lens of comanagement, which over the past decade has increasingly merged with the field of adaptive management and related concepts that derive from resilience thinking and complex adaptive systems theory. Working within a critical realist paradigm, our analysis was guided by the politicized institutional analysis and development (IAD) framework. Two previous studies concerned with the broader context surrounding farming and water governance in lowland England revealed low levels of trust between farmers, and between farmers and water managers, as well as a power dynamic that stands in the way of farmer cooperation and participation. Within this context, our findings pointed to a number of mechanisms and structural conditions that appear to generate or facilitate comanagement. Of these, institution building through the specific group strategy of adopting a company structure and the "stationarity" of the resource group members extract from were seen to be the most crucial. These and other key findings were used to inform a discussion of farming and water resources management in England going forward. In doing so, we also reflected on the relationship between comanagement and market-based approaches to managing water resources. Beyond this, the research serves as a practical demonstration of how the politicized IAD framework can be used to analyze potential (adaptive) comanagement situations and the related benefits. The analysis complements a previous submission to this journal, in which we discussed the relationship between the framework and (adaptive) comanagement from a theoretical and methodological perspective.

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Section: Introductionmentioning

confidence: 99%

Using the politicized institutional analysis and development framework to analyze (adaptive) comanagement: farming and water resources in England

Whaley¹,

Weatherhead²

2015

E&S

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“…The concept of co-management has evolved with both research and experience (see Plummer and Armitage 2007c). Early definitions and representations focused on dualistic power-sharing between the State and local (or indigenous) resource users and the range of possible arrangements (Pinkerton 1989, Berkes et al 1991, Berkes 1994.…”

Section: Introductionmentioning

confidence: 99%

The Adaptive Co-Management Process: an Initial Synthesis of Representative Models and Influential Variables

Plummer¹

2009

E&S

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ABSTRACT. Collaborative and adaptive approaches to environmental management have captured the attention of administrators, resource users, and scholars. Adaptive co-management builds upon these approaches to create a novel governance strategy. This paper investigates the dynamics of the adaptive comanagement process and the variables that influence it. The investigation begins by summarizing analytical and causal models relevant to the adaptive co-management process. Variables that influence this process are then synthesized from diverse literatures, categorized as being exogenous or endogenous, and developed into respective analytical frameworks. In identifying commonalities among models of the adaptive comanagement process and discerning influential variables, this paper provides initial insights into understanding the dynamic social process of adaptive co-management. From these insights conjectures for future inquires are offered in the conclusion.

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“…Therefore, co-management "is not merely about resources; it is about managing relationships" (Berkes 2009(Berkes , 1692. Other authors have pointed out the risks associated with co-management, and in particular the potential for local elites to dominate the situation in order to forward their own interests, or for the government to use the term as justification for their actions whilst continuing with a business-as-usual approach (Castro and Nielsen 2001;Conley and Moote 2003;Plummer and Armitage 2007a;Nayak and Berkes 2008).…”

Section: Adaptive Co-management: Origins and Developmentsmentioning

confidence: 99%

Managing water through change and uncertainty: comparing lessons from the adaptive co-management literature to recent policy developments in England

Whaley

2016

Journal of Environmental Planning and Management

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Water management is set to become increasingly variable and unpredictable, in particular because of climate change. This paper investigates the extent to which water policy in England provides an enabling environment for 'adaptive comanagement', which its proponents claim can achieve the dual objective of ecosystem protection and livelihood sustainability under conditions of change and uncertainty. Five policy categories are derived from a literature review, and are used to conduct a directed content analysis of seven key water policy documents. The findings reveal that although, in part, English water policy serves as an enabling environment for adaptive co-management, there is a level of discrepancy between substantive aspects of the five policy categories and water policy in England. Addressing these discrepancies will be important if English water policy is to allow for the emergence of processes, like adaptive co-management, that are capable of coping with the challenges that lie ahead.

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Crossing Boundaries, Crossing Scales: The Evolution of Environment and Resource Co‐Management

Cited by 42 publications

References 57 publications

Using the politicized institutional analysis and development framework to analyze (adaptive) comanagement: farming and water resources in England

Using the politicized institutional analysis and development framework to analyze (adaptive) comanagement: farming and water resources in England

The Adaptive Co-Management Process: an Initial Synthesis of Representative Models and Influential Variables

Managing water through change and uncertainty: comparing lessons from the adaptive co-management literature to recent policy developments in England

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