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      The implementation crisis in conservation planning: could “mental models” help? : Mental models in conservation planning

      , , , , ,
      Conservation Letters
      Wiley-Blackwell

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          The struggle to govern the commons.

          Human institutions--ways of organizing activities--affect the resilience of the environment. Locally evolved institutional arrangements governed by stable communities and buffered from outside forces have sustained resources successfully for centuries, although they often fail when rapid change occurs. Ideal conditions for governance are increasingly rare. Critical problems, such as transboundary pollution, tropical deforestation, and climate change, are at larger scales and involve nonlocal influences. Promising strategies for addressing these problems include dialogue among interested parties, officials, and scientists; complex, redundant, and layered institutions; a mix of institutional types; and designs that facilitate experimentation, learning, and change.
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            Knowing but not doing: selecting priority conservation areas and the research-implementation gap.

            Conservation assessment is a rapidly evolving discipline whose stated goal is the design of networks of protected areas that represent and ensure the persistence of nature (i.e., species, habitats, and environmental processes) by separating priority areas from the activities that degrade or destroy them. Nevertheless, despite a burgeoning scientific literature that ever refines these techniques for allocating conservation resources, it is widely believed that conservation assessments are rarely translated into actions that actually conserve nature. We reviewed the conservation assessment literature in peer-reviewed journals and conducted survey questionnaires of the authors of these studies. Two-thirds of conservation assessments published in the peer-reviewed scientific literature do not deliver conservation action, primarily because most researchers never plan for implementation. This research-implementation gap between conservation science and real-world action is a genuine phenomenon and is a specific example of the "knowing-doing gap" that is widely recognized in management science. Given the woefully inadequate resources allocated for conservation, our findings raise questions over the utility of conservation assessment science, as currently practiced, to provide useful, pragmatic solutions to conservation planning problems. A reevaluation of the conceptual and operational basis of conservation planning research is urgently required. We recommend the following actions for beginning a process for bridging the research-implementation gap in conservation planning: (1) acknowledge the research-implementation gap is real, (2) source research questions from practitioners, (3) situate research within a broader conservation planning model, (4) expand the social dimension of conservation assessments, (5) support conservation plans with transdisciplinary social learning institutions, (6) reward academics for societal engagement and implementation, and (7) train students in skills for "doing" conservation.
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              An operational model for mainstreaming ecosystem services for implementation.

              Research on ecosystem services has grown markedly in recent years. However, few studies are embedded in a social process designed to ensure effective management of ecosystem services. Most research has focused only on biophysical and valuation assessments of putative services. As a mission-oriented discipline, ecosystem service research should be user-inspired and user-useful, which will require that researchers respond to stakeholder needs from the outset and collaborate with them in strategy development and implementation. Here we provide a pragmatic operational model for achieving the safeguarding of ecosystem services. The model comprises three phases: assessment, planning, and management. Outcomes of social, biophysical, and valuation assessments are used to identify opportunities and constraints for implementation. The latter then are transformed into user-friendly products to identify, with stakeholders, strategic objectives for implementation (the planning phase). The management phase undertakes and coordinates actions that achieve the protection of ecosystem services and ensure the flow of these services to beneficiaries. This outcome is achieved via mainstreaming, or incorporating the safeguarding of ecosystem services into the policies and practices of sectors that deal with land- and water-use planning. Management needs to be adaptive and should be institutionalized in a suite of learning organizations that are representative of the sectors that are concerned with decision-making and planning. By following the phases of our operational model, projects for safeguarding ecosystem services are likely to empower stakeholders to implement effective on-the-ground management that will achieve resilience of the corresponding social-ecological systems.
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                Author and article information

                Journal
                Conservation Letters
                Wiley-Blackwell
                1755263X
                June 2011
                June 2011
                : 4
                : 3
                : 169-183
                Article
                10.1111/j.1755-263X.2011.00170.x
                bb88f685-d4ae-44f9-9747-e65fe017e627
                © 2011

                http://doi.wiley.com/10.1002/tdm_license_1.1

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