Media & Communications

Review: Localisation and Resilience by Rob Hopkins

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The dissertation is a case study of the first official Transition Town, the English market town of Totnes, long a popular tourist destination known for its alternative culture. Using interviews, focus groups, questionnaire surveys and other social science research methods, the study examines the degree to which the Transition ideals of localization and resilience have become a reality in Totnes. (Transitioners endorse a number of upbeat definitions of a resilient community, a popular one being “[a] culture based on its ability to function indefinitely and to live within its own limits, and able to thrive for having done so.”*)

Community asset ownership 1: an interview with Sara Neuff of Coin Street Community Builders

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If a community owns its assets, then the community itself can decide what’s important within that community and it’s not subject to the vagaries of say, changes in local government, changes in government funding even –for example, the times we’re in at the moment. All of those things mean that you can actually keep going regardless of the chaos around you, you can control your own situation and earn your own money and deliver your own balance of business in that way.

Corporate control? Not in these communities

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These communities are adopting laws that, taken together, are forming an alternative structure to the global corporate economy. The principles behind these laws can be applied broadly to any area where corporate rights override local self-government or the well-being of the local ecology.

The fibershed project- Living one year in locally grown clothes

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Rebecca Burgess is an ecological restoration educator, author, and textile artist.  Burgess is the founder of the Fibershed Project; a year-long challenge to live in clothes made from fibers sourced within 150 miles from her home.  In this interview, Burgess explains what a fibershed is, talks about the hidden environmental costs of the textile industry, and shares with listeners some of her favorite natural fabrics.

Small is beautiful. Big is necessary.

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To Fazle Hasan Abed, founder of BRAC—formerly Bangladesh Rural Advancement Committee—“Small is beautiful, but big is necessary.” It is a reference to the book Small is Beautiful by economist E.F. Schumacher, which criticizes western economics and hails small, local economies that empower people and their communities.

Gas frackers attack fiery documentary

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In a world where tap water is catching fire near hydrofracking sites from Colorado to New York State, natural gas drillers say it’s not their fault. And when the provocative documentary GASLAND got an Oscar nod in January, the drillers were livid. But whether you believe the film is inspired expose or a putrid pile of propaganda, it may be a villain who doesn’t even make an appearance in the story — resource depletion — that winds up bursting today’s gas bubble.

Obama steps onto slippery slope

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He’s finally done it. Barack Obama has taken the tantalizing trail to a notoriously slippery slope. In an op-ed for the Wall Street Journal last week, the President promised, “federal agencies (will) ensure that regulations protect our safety, health and environment while promoting economic growth.” In other words, we will have our cake (the environment) and eat it too (for economic growth), and federal agencies will be there to dish it all up.

Fantasies of hyper-globalism: the WWF’s Energy Report

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In a report meant to be both inspiring and reassuring, the WWF ambitiously declares that the world can switch to 95% renewable energy sources by 2050. The Scenario depends largely on increased efficiency and regulated flows of energy through a great system of interconnection. People are remarkably absent. The ostensible reason is that the report is focused on what is “technically possible,” which is more about joules and btus than about human behavior.

John Lewis University

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So ownership matters; but so does control. Why leave the management of the universities in the hands of those who have managed to best compete in the internal bureaucracy? Why not move beyond the trust model towards a fully-fledged multi-stakeholder co-operative? Who is better placed to decide the strategy for the university, and the content of its curriulum? A manager, or the academics and their students?