Priming the Governance System for Climate Change Adaptation: The Application of a Social Ecological Inventory (SEI) to Engage Actors in Niagara, Canada

Adaptive systems of governance are increasingly gaining attention in respect to complex and uncertain social-ecological systems. Adaptive co-management is one strategy to make adaptive governance operational and holds promise with respect to community climate change adaptation as it facilitates participation and learning across scales and fosters adaptive capacity and resilience. Developing tools which hasten the realization of such approaches are growing in importance. This paper describes explores the Social Ecological Inventory (SEI) as a tool to 'prime' a regional climate change adaptation network. The SEI tool draws upon the social-ecological systems approach in which social and ecological systems are considered linked. SEIs bridge the gap between conventional stakeholder analysis and biological inventories and take place through a six phase process. A case study describes the results of applying an SEI to prime an adaptive governance network for climate change adaptation in the Niagara Region of Canada. Lessons learned from the case study are discussed and highlight how the SEI catalyzed the adaptive co-management process in the case. Future avenues for SEIs in relation to climate change adaptation emerge from this exploratory work and offer opportunities to inform research and adaptation planning.

Sport for Development Organizations: An Analysis of Stakeholder Dynamics

Sport for Development (SFD) uses the power of sport to support international development initiatives that affect social change and empower under-resourced communities (Levermore, 2008a). Currently, there are more than 1,000 SFD organizations globally (Doyle, Payne, & Wolff, 2011) working to enact change and development initiatives in the least developed regions of the world. Stakeholders are key components of the long-term sustainability, development, and success of these SFD organizations. The purpose of this research is to examine the relationships between SFD organizations and their stakeholders through the lens of social responsibility (SR). Through the analysis of interviews conducted with SFD leaders and their stakeholders, this research offers a modified version of Carroll’s (1979) four categories of SR. This modified version addresses the differences that exist with SFD stakeholder relationships from the perspectives of the organizations and their stakeholders. Further, broader implications will be discussed in terms of compatibility and long-term sustainability.