River rehabilitation for the delivery of multiple ecosystem services at the river network scale.

Combining participatory mapping with Q-methodology to map stakeholder perceptions of complex environmental problems

Presented as a panacea for the problems of environmental management, ‘participation’ conceals competing frames of meaning. ‘Ladders of participation’ explain insufficiently why public engagement is...

The persistence of ‘normal’ catchment management despite the participatory turn: Exploring the power effects of competing frames of reference

Major natural disasters are events where day-to-day governance activities are disrupted and a large range of different actors – governmental and non-governmental – are required to (re)act. Given the inherently chaotic nature of disaster events, and the diverse groups responding to their attendant impacts, clarity about how authority and responsibility are allocated across key disaster management actors is essential. This raises numerous pertinent questions: Are there areas of shared competence between different disaster management actors? Is there a need for them to act in common? Is credible cooperation feasible? Can responsibilities be allocated in a clear and effective manner? In this paper, drawing upon the subsidiarity principle, we provide a review of the academic literature using the role of different actors in disaster management in Australia as the case. The objective of the paper is to synthesise what is known and to, thereby, provoke greater conversation and research of responsibilities during disaster events in Australia and beyond. The ultimate contribution is to help understand how the roles of different disaster management actors can be better reconciled to ensure more effective and efficient outcomes. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment

Towards New Disaster Governance: Subsidiarity as a Critical Tool

https://onlinelibrary.wiley.com/doi/pdf/10.1111/jfr3.12717

Natural flood management, lag time and catchment scale: Results from an empirical nested catchment study

Catchment management in the developed world is undergoing a fundamental reconfiguration in which top-down governance is being challenged by local organisations promoting collaborative decisionmaking. Local, participation-based organisations are emerging as mediators of relations between governments and publics. These organisations, defined here as participatory catchment organisations (PCOs), are emergent at a time when developed world catchment management is itself undergoing substantial change. Through in-depth engagement with four PCOs, and using six case studies, we identify the principles associated with successful problem resolution. The findings illustrate the importance of PCOs as two-way bridges between publics and governments. We identify three principles shared by these organisations (i.e. trust brokers, collaborative decisionmaking and win-wins) that show how, through participatory approaches founded on trust, complex problems can be resolved in ways that do not unduly punish groups or individuals. In conclusion, we identify four questions that highlight the need to consider the practicality of evolving relations amongst governments, publics, and the organisations that have come to mediate catchment management.

/pdf/interrogating-participatory-catchment-organisations-cases-mc38xvo0ue.pdf

Interrogating participatory catchment organisations: cases from Canada, New Zealand, Scotland and the Scottish–English Borderlands

Eddleston Water Project Report 2016

Integrated catchment management: from rhetoric to reality in a Scottish HELP basin

Governance structures for effective integrated catchment management: lessons from the Tweed HELP Basin, UK

An assessment of Building with Nature (BwN) measures: A comparative case study from Scotland and the Netherlands

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