Building social capital to transform management of Kristianstad Vattenrike, Sweden

From RAWorkbook

Kristianstad Vattenrike is a social-ecological system in southern Sweden. It is comprised of wetlands, lakes, rivers and forests around the town of Kristianstad. The ecosystem provides services such as flood control, habitat, biodiversity, as well as cultural and recreational opportunities. In the late 1980’s wading-bird populations were in decline, eutrophication of lakes and wetlands was occurring, and traditional uses of the wetlands for haymaking and grazing were becoming increasingly marginalized. Despite international recognition of the wetland, many people viewed the system as something of a wasteland or ‘poor’ system and feared imminent crisis. Under the leadership of a key individual, the system was transformed under a new management system that helped to change people’s perception of the system to one in which the water and landscape was a source of wealth or richness (the Swedish word Vattenrike can be roughly translated into two English meanings; either water realm or water rich). That transformation was achieved by four interacting processes: 1) integrating knowledge, 2) developing a vision and goals within a common framework, 3) development of a robust social network, and 4) recognizing and acting when a window of opportunity opened.

Great leaps in understanding were gained by integrating existing knowledge. Inventories and maps of economic and cultural resources in meadows and pastures were combined with information on natural values such as habitats and unique biota. Further integration occurred when it was realized that maintaining the status quo of protection would not reverse declines in bird populations. All of which led to the creation of an eco-museum, which became the hub of transformation activities.

A common vision was needed to bring together a diverse set of land uses and management practices. This vision was fostered by a small group of actors, each in different organizations with different goals. They developed goals for the eco-museum, which would focus on environmental protection, conservation, tourism and education.

A social network evolved to discuss and develop proposals to carry out the new vision and goals. The network developed a proposal that addressed social, economic and ecological aspects for new management approaches. The discussions garnered a broad base of support for the eco-museum proposal. That support crossed scales and sectors, from farmers to bird watchers and from the municipality to county and national interests.

A window of opportunity opened for the eco-museum at the local political level and led to a major transformation in the management of the system. This was enabled by a set of factors, including a) a desire to ‘put Kristianstad on the map’, b) receptivity of a local politician c) economic opportunities - the new museum would provide potential for recreation and ecotourism, and d) an explicit statement by the nation of the importance of environmental issues.