Bali Subak SystemCase analysis of the governance structure

Sofia KällFlor Luna

Grazzia Matamoros

Subak Laws

& Religious

Values

Subak

Water

Allocation

Water

Forest Cover

National Tourism

Policies

Productivity of

Rice Terraces

Farmer

Livelihood

Land Use Change

TOURISM

PRESSURE

INTERNATIONAL

TOURISM

INDUSTRY

Change of

Livelihood

+

+

+++

+

++

+

-­

-­

-­

+

+

+

-­

-­-­

-­

-­

-­

-­

+

+

+

Pest

Outbreak

R3

R2

R4

R5

R1

R6

B2

B1

MAIN SOCIAL ECOLOGICAL STRESSES

LOCALFarmer/The Farm

REGIONALSubaks

NATIONALThe Country

SCALE

INTERNATIONAL

TIMBER INDUSTRY

Figure 2: Main networks across levels and existing links between them.

ACTORSInstitutions

TECHNICAL WORKING GROUP (UNESCO)

Technical Bridging Organization

SUBAK FEDERATION

STATE GOVERNMENT(e.g. ministries, other governmental agencies)

Strategies (e.g. economical development, policies like land use, tourism and urban planning regulations (e.g. Green Zone

regulation)

EPISTEMIC COMMUNITIES (SRC)

Knowledge generation, theorization, case study

understanding.

INTERGOVERNMENTAL ORGANIZATION (UNESCO)

World heritage identification and

protection.

NESTED SUBAK ORGANIZATION(e.g. Subak heads, sub-subak head)

Awig AwigReligious norms

TOURISM INDUSTRY(e.g. Tourist

operators, land developers,

tourists)

Operators norms

FARMERSProperty rights

•Social networks •Institutional misfits•Bridging Organizations

Social networks create opportunities for different stakeholders to

cooperate and effectively deal with natural recourses (Bodin &

Corna 2009). Also, in case of changing condition social network

can generate social capital and legal, political and financial

support to governance initiative (Hahn 2006). However, the

structure of networks is important for how social networks impact

actors’ behavior and governance practice. They need to have both

bounding and bridging connection to be well functioning (Bodin

& Crona 2009).

LOCALFarmer/The Farm

REGIONALSubaks

NATIONALThe Country

TOURISM INDUSTRYNESTED SUBAK ORGANIZATION

SCALE

INTERNATIONAL

TIMBER INDUSTRY

STATE GOVERNMENT

EPISTEMIC COMMUNITIES (SRC)

INTERGOVERNMENTAL ORGANIZATION (UNESCO)

ACTORSInstitutions

FARMERS

Institutional misfits: “capacity of institutions and broader governance mechanisms to deal with environmental change as linked to societal dynamics and to reorganize after unforeseen impacts” (Galaz et al. 2008).

LOCALFarmer/The Farm

REGIONALSubaks

NATIONALThe Country

TOURISM INDUSTRYNESTED SUBAK ORGANIZATION

SCALE

INTERNATIONAL

TIMBER INDUSTRY

STATE GOVERNMENT

EPISTEMIC COMMUNITIES (SRC)

INTERGOVERNMENTAL ORGANIZATION (UNESCO)

Figure 2: Main networks across levels and existing links between them.

ACTORSInstitutions

FARMERS

Social-ecologicalsystem

Bridging organizations can be defined as organizations linking diverse actors or groups through some form of strategic bridging process and that are more or less distinct from the parties they work to link (Westley and Vredenburg 1991). They are designed to facilitate collaboration and knowledge coproduction among the groups they link, as a way to promote continuous learning (Berkes 2009). For the context of this analysis, the concept of "bridging organizations" entails all forms of bridging functions ranging from individuals, networks to formalized organizations (Galaz 2012).

LOCALFarmer/The Farm

REGIONALSubaks

NATIONALThe Country

TOURISM INDUSTRYNESTED SUBAK ORGANIZATION

SCALE

INTERNATIONAL

TIMBER INDUSTRY

STATE GOVERNMENT

EPISTEMIC COMMUNITIES (SRC)

INTERGOVERNMENTAL ORGANIZATION (UNESCO)

Figure 2: Main networks across levels and existing links between them.

ACTORSInstitutions

FARMERS

TWG

SUBAK FEDERATION

Subak organizations have been successful in managing common pool resources acknowledging complex ecological dynamics.

However, because local management and collective action do not guarantee ecological resilience, it is necessary to understand the entire system to reach useful explanations and solutions (Huitric, 2012).

Social network theory points to bridging and bonding features as necessary to account for adaptive response capacity to change and uncertainty.

Bridging organizations can play an important role as they function as arenas for providing linkages within actors and across levels, sharing knowledge, monitoring and conflict resolution.

Conclusions

Thank you . . . Questions?