Greening the Fife Economy: Ecological Modernization as a Pathway for Local Economic Development

Progress in the greening of UK local government has been hampered by uncertainty about the relationship between resource use and environmental protection. Ecological modernizationmay offer the most appropriateparadigm to reconcile economic, social and environmentalinterpretationsof sustainability. The transition from corporate to strategic environmental management currently being attempted by some 'green' authorities can be construed as an attempt to promote ecological modernization in the form of institutional learning. Fife Council in Scotland provides an interesting case study. Progress with corporate environmental management has become bound up with a radical devolution of decision making. Efforts to link the authority's Sustainable Development Policy to a Local Agenda 21 programme have been initiated with the piloting of sustainability indicators.     

Rapid amino acid cycling in arctic and antarctic soils

Amino acids constitute one of the largest inputs of organic nitrogen (N) to most polar soils and have been hypothesized to be important in regulating vegetational succession and productivity in Arctic ecosystems. Our understanding of amino acid cycling in these soils, however, is poor. The aim of this study was to investigate the size and rate of turnover of the amino acid pool in a range of Arctic and Antarctic soils. Our results indicate that in polar soils with either high or low ornithogenic inputs the amino acid pool is small in comparison to the inorganic N pool (NO^–₃ and NH⁺₄). The free amino acid pool constituted only a small proportion of the total dissolved organic nitrogen (DON) pool in these soils. Here we show that these low concentrations may be due to rapid use by the soil microbial community in both Arctic and Antarctic soils. The turnover of the amino acid pool in soil was extremely rapid, with a half-life ranging from 2 to 24 h, indicating that this N pool can be turned over many hundred times each summer when polar soils are frequently unfrozen. The implications of amino acids in N cycling and plant and microbial nutrition are discussed.     

Rapid amino acid cycling in arctic and antarctic soils

Amino acids constitute one of the largest inputs of organic nitrogen (N) to most polar soils and have been hypothesized to be important in regulating vegetational succession and productivity in Arctic ecosystems. Our understanding of amino acid cycling in these soils, however, is poor. The aim of this study was to investigate the size and rate of turnover of the amino acid pool in a range of Arctic and Antarctic soils. Our results indicate that in polar soils with either high or low ornithogenic inputs the amino acid pool is small in comparison to the inorganic N pool (NO^? ₃ and NH⁺ ₄). The free amino acid pool constituted only a small proportion of the total dissolved organic nitrogen (DON) pool in these soils. Here we show that these low concentrations may be due to rapid use by the soil microbial community in both Arctic and Antarctic soils. The turnover of the amino acid pool in soil was extremely rapid, with a half-life ranging from 2 to 24 h, indicating that this N pool can be turned over many hundred times each summer when polar soils are frequently unfrozen. The implications of amino acids in N cycling and plant and microbial nutrition are discussed.     

From Forest Regulation to Participatory Facilitation: Forest Employee Perspectives on Organizational Change and Transformation in India

Despite the critical role of government agencies in decentralizing natural resource governance, little work to date has focused on the organizational aspects of the responsible government bureaucracies. Based on a qualitative investigation of the perspectives of Forest Department employees involved in India's Joint Forest Management (JFM) program, this paper aims to provide an understanding of these internal dynamics. Elaborating on why bureaucracies with a learning orientation are essential if participatory natural resource management is to succeed, the paper underlines the constraints to transforming forest agencies' hierarchical work cultures. Foresters describe JFM as a radical departure from traditional forest governance, but suggest that corresponding transformation within the Forest Department has not occurred. Foresters cite as reasons: (1) a target-based incentive system that leaves little room for establishing the relationships with local people needed for collaborative management; (2) rigid rules and regulations that prevent the flexibility needed for adaptive, site-specific problem-solving; (3) a hierarchical, top-down style of communication that prevents the upper administration from learning what is happening on the ground and stifles initiative by field staff; (4) the need for a committed leadership to reverse this hierarchical culture. They point to the few such team-oriented leaders as the key to transforming the Forest Department and enabling participatory forest management to succeed. The authors also recommend accompanying changes in training and reward systems.