engaging stakeholders in sustainable upland estate management
DESCRIPTION
Presentation about research carried out as part of the Sustainable Estates for the 21st Century project at Centre for Mountain Studies, Perth College UHI. For more information, and to download a related booklet, visit http://www.perth.uhi.ac.uk/sustainable-estatesTRANSCRIPT
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Engaging stakeholders in Sustainable Estate Management
Exploring the potential of engagement and partnerships between estates, communities and other stakeholders
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The next 25 minutes…
1. Why me?2. What are the key sustainability pressures for communities and estates?3. Why might more engagement and joint working help?4. Does it always work?5. How can we move forwards?
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Private landownership
Community landownership
NGO landownershipLandowner motivations
Sustainable estate communities
Sustainability assessment criteria
Partnerships and collaboration
Case studies
Land reform
Partnerships and collaboration
1. Why me?
Sustainable Estates for the 21st Century
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4The evidence base
Large postal survey of private landowners (2008) Over 200 hours of recorded interviews and discussions Household surveys of communities on case study
estates Research observations while studying, living and
working on case study estates Review and analysis of literature and case study estate
documentation
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2. Sustainability pressures for communities
► Access to assets and services
► Employment and business challenges
► Community spirit and social capital
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Sustainability pressures for estates
► Financial viability/sustainability
► Asset limitations
► Social/physical distance between the estate and the other stakeholders
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Community Estate
Lack of career development opportunities
Lack of diversification opportunities
Economic security/viability
Employment and business challenges
Impact of market variance and loss of large employers
Land or premises availability
An illustration…
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Key Issues - Making the links
A SOLUTION = Engagement and joint working?
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3. Why might more engagement help?
“We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others.”
- Scotland’s National Performance Framework
“People should have opportunities to contribute to debates and decisions about land use and management decisions which affect their lives.”
- Scotland’s Land Use Strategy
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Mutual benefits of engagement
1. New business and asset opportunities2. Access to wider knowledge, skills and
resources3. Releasing volunteer energy4. (Re)connecting people to the land5. Robust and accepted decisions6. Reducing a perceived disconnect between
estates, communities and wider stakeholders
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Developing new business and asset opportunities
“…he [estate owner] has actually stuck his neck out…he has allowed people to come in and do things…he’s given people opportunities…”
Community member
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Accessing wider knowledge, skills and resources
“The process of doing things gives you the confidence and ability, and the aspiration, to do more.”
Community member
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Releasing volunteer energy
“When we have our open days…the community really get involved…a lot of it is letting people know what we do and what we can do…”
Estate representative
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(Re)connecting people to the land
“If you go back 100 years, everybody was farming these bits of ground, because their livelihood depended on it. Now their livelihood doesn’t depend on it, thankfully you might say…
Estate representative
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Making robust and accepted decisions
“…the community needs to feel that it is truly a consultation.”
Estate representative
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Reducing a perceived disconnect
“There is a lot of crossover between the Development Group and the Estate… [estate manager] can answer you then and there…It is communications and involvement – directly.”
Community member
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4. Does it always work?
4 important challenges:
1. Resource limitations2. Communication difficulties3. Contrasting perspectives4. Developing accountable decision-
making processes
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Challenges of engagement and joint workingCHALLENGE: Resource limitations
►Staff time and skills►Community time and skills►Financial cost►Burden on volunteers►Consultation fatigue
“…it is very difficult indeed to get people to meetings. They would go…if you proposed to put in a Heathrow…through the fields… something really big.”
Estate community member
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CHALLENGE: Communication difficulties
►Non-communicative approach►Dealing with preconceptions►Personality clashes►Narrow engagement
“Never been made to feel part of any estate. There's no cohesion…We only know we're on an estate because of occasional interference.”
Estate community member
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CHALLENGE: Contrasting perspectives►Range of personal values►Community divisions or differing priorities►‘Them and us’ mentality
“…they’ve every right to put in their two-pennies worth…a lot of them have bought expensive properties…but they come out with some affa claims…”
Estate community member
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CHALLENGE: Developing accountable decision-making processes
►Power imbalances►Responsibility for process and outcomes►Changes in ownership or representation
“To hear what locals have to say, and not be "directed by" faceless wonders from government [would promote estate sustainability]...”
Sustainability professional
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5. How can we move forwards?
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PROACTIVE ACTIVE UNDERACTIVE
Taking a leadership role at or beyond the estate scale (showing initiative)
Willingness to collaborate with other organisations, partners etc. (open-door policy)
Unwilling to collaborate (closed-door policy).
MORE SUSTAINABLE LESS SUSTAINABLE
A proactive approach from all partners
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Visible and approachable estate representatives
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Suitable methods and timings
Shareholding or shared equity
Business partnerships
Co-management and joint problem solving
Engagement in decision-making
An open-door policy
e.g. community shareholders in estate business
e.g. tenancies and contracts
e.g. liaison group or forum
e.g. consultation on estate management planning
e.g. community surgeries, involvement with local groups
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Benefits of a facilitator?
“…to help develop the capacity within the community to develop their own ideas…to get involved at various levels, in how things are taken forward”
Government representative
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When benefits were recognised and productive engagement and partnerships were developed, the research found evidence of stronger local governance and a spectrum of examples of mutual gains.
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►Taking forward our findings
►Focus on evidence of engagement and partnerships
►Practical booklet based on practical examples
Working Together for Sustainable Estate Communities
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Project supervisors: Professor Martin Price (Centre for Mountain Studies)Dr Charles Warren (University of St Andrews)Professor Alister Scott (Birmingham City University)
AcknowledgementsFunder: The Henry Angest FoundationProject team: Dr Jayne Glass, Dr Rob Mc Morran, Annie McKee and Pippa Wagstaff
The Sustainable Estates Advisory Group:
Knowledge Exchange support from: