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Beyond the usual suspects? The role of expert knowledge in sustainability indicator development for Scotland's upland estates [Jayne Glass]


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Beyond the usual suspects? The role of expert knowledge in sustainability indicator development for Scotland's upland estates. Presented by Jayne Glass at the "Perth II: Global Change and the World's Mountains" conference in Perth, Scotland in September 2010.

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Beyond the usual suspects? The role of expert knowledge in sustainability indicator development for Scotland's upland estates [Jayne Glass]

  1. 1. Beyond the usual suspects? The role of expert knowledge in sustainabilityindicator development for Scotland’s upland estates Jayne Glass1, Alister Scott2 and Martin Price1 1 Centre for Mountain Studies, Perth College UHI Millennium Institute 2 Birmingham City University Global Change and the World’s Moutains Conference Wednesday 29th September 2010 Knowledge systems and mountain sustainability concerns 1
  2. 2. Outline• Research context• Methodology• A toolkit for sustainableupland estate management• Using the toolkit• Reflections 2
  3. 3. Research context IUpland estatemanagement in Scotland• Diverse models (Warren 2009)• Uncertain futures (Reed et al. 2009)• Uncertainty aboutsustainability ‘on the ground’ 3
  4. 4. Research context II • Conflicts between sustainability principles present a stumbling block (Jordan 2008)Sustainableuplandmanagement • ‘Learning from doing’ (Berkes 2009; Ioris et al. 2008) • Integrating approaches and interests (Bonn et al. 2009) 4
  5. 5. Research context III • ‘Top-down’ vs. ‘bottom-up’ approaches (Reed et al. 2006)Sustainabilityindicators for • Local experience and values ofnatural relevant stakeholders (Holden 2008)resourcemanagement • ‘Governance thinking’ (Rist et al.2007) • Wider range of actors (Holman 2009) 5
  6. 6. Methodology ILand managers Landowners Moorland Forum RSPB NTS Estate management NGOs & other interest groups JMT professionalsLand Agents Southern Uplands Partnership Scottish CNPA Government LINK Panel Government Representative agencies & DCS bodies other bodies SRPBA Sustainable Development RICS SAC Commission Academics & International consultants Consultants Relu programme 6
  7. 7. Methodology II Round One:Establishing a context for sustainability Compiling and feeding back ideas Round Two: Discussing practical management strategies Developing first draft Round Three:Reflecting on the first draft Developing second draft Round Four: Reflecting on the second Redrafting and piloting the draft toolkit 7
  8. 8. 8
  9. 9. Sustainability classesCreativity Positive impacts Maintaining a status quoInnovation Sound science A short-term viewNovel approaches A long-term view Unwilling to collaborateLeadership Willing to collaborate Not responding to changePre-empting change Adapting to change Managing for personal preference 9
  10. 10. Outcomes and opportunities 10
  11. 11. Adapting Adapting Broadening Ecosystem Linking into Thinking beyond the management management options thinking social fabric estate Economic Improved quality of Environmentally and Long-term planning Long-term resilience and A biodiverse environment life and socially responsible financial viability representation business(es)►Developing and planning ► Developing long- ► Maintaining and ► Playing a role in ► Reducing carbon-implementing long-term management ►Developing and term income streams to cope with shocks enhancing environments for delivering community aspirations focussed impacts of estate activities implementing long-plans for all aspects of priority habitats and ► InvolvingProactive ► Supporting localestate management species communities in estate trades, suppliers and term management ► Restoring key decision-making and markets plans for all aspects of habitats management estate management Customer-led Well-maintained ImprovedActive External Risk management and enhanced livelihood collaboration and approach ecosystem services opportunities dialogue► Adapting Risk ► Adding value to ► Maximising the ► Facilitating Under- ► Involvement inmanagement on thebasis of sound estate products and management services carbon storage potential of the estate ! employment and active people development planning and delivery beyond the estateknowledge and ► Maintaining and opportunities scaleunderstanding ► Adapting enhancing catchments ► Sharing knowledge to good ecological and learning from management on the condition others basis of sound ► Conserving and protecting landscapes knowledge and and upland cultural heritage understanding 11
  12. 12. Using the toolkit• Management plans and otherdocumentation• In-depth interview with estaterepresentative• Triangulating data• Feeding back 12
  13. 13. Reflections• Creating a deliberative space forreflection and learning• A qualitative tool that facilitatesmonitoring and learning•Building on sustainabilityperceptions• Active role of the researcher instimulating knowledge generationfor sustainability 13
  14. 14. Thank youReferencesBerkes, F., 2009. Evolution of co-management: Role of knowledge generation, bridgingorganizations and social learning. Journal of Environmental Management, 90, 1692-1702.Holman, N., 2009. Incorporating local sustainability indicators into structures of local governance:a review of the literature. Local Environment, 14 (4), 365-375.Ioris, A.A.R., Hunter, C. and Walker, S., 2008. The development and application of watermanagement sustainability indicators in Brazil and Scotland. Journal of EnvironmentalManagement, 88 (4), 1190-1201.Jordan, A., 2008. The governance of sustainable development: taking stock and looking forwards.Environment and Planning C: Government and Policy, 26, 17-33.Reed, M.S. et al., 2006. An adaptive learning process for developing and applying sustainabilityindicators with local communities. Ecological Economics, 59(4), 406-418.Reed, M.S., et al., 2009. The future of the uplands. Land Use Policy, 26S, S204-S216.Warren, C., 2009. Managing Scotland’s Environment. Second edition. Edinburgh University Press,Edinburgh. For more information about the research, please contact: 14