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  1. WP 3 workshop 14th and 15th of November Climatechange adaptation – governance, planning and stakeholderinvolvement

  2. Using CLUVA strategically ”In collaboration with stakeholderscome up with strategic measures and points of action for climatechange adaptation in the CLUVA case cities…..” (from the CLUVA projectdocument)

  3. Agenda - Wednesday • 9-12.30 • – Planning for CC adaptation – Inspiration from strategicplanning and experiences from adaptation strategies • - What adaptation is on-going in the citiesalready and what opportunities exist to incorporate CC adaptation in processes already on-going? – And what can be the role of researchers? • 13.30-17 • - Extreme risks and adaptation in urban planning • What governancechallengesare the citiesfacing in relation to integration of CC adaptation and howcouldthesechallengesbeaddressed?

  4. Agenda - Thursday • 9-13.00 • Stakeholderinvolvement i CC adaptation • Whatare the importantstakeholders and ‘innovative involvement’ in your city and whocould/shouldbe the ‘owner/driver’ of a CC adaptation process in your city? • 14.00 – • Planning for 2013 – when, what and how? (yourown action plans) • Whatproductareweworkingtowards? Who to invite? Whatrolescanyouplay? -> The process in spring 2013 • Publications in WP3

  5. Strategic planning Strategic planning - What is it and whatapproaches and frameworkscanbeuseful for us? How canweusestrategicthinkingto make CLUVA cities more resilient to climatechange?

  6. Agenda this morning • 9.00-10 .30 - Strategic planning and CC adaptation • What adaptation is on-going in the CLUVA cities (task 3.3 results) and howcan it beusedstrategically? • Can ideas from relationalplanning and pluricentriccoordinationbeuseful? • 10.30-11.30 – What processes of planning for city developmentare on-going in the cities - Structure plan in Addis Ababa and master planning /urban development plans in Dar es Salaam and whatabout the othercities (wherecluvafit in?) • 11.30 - Example from a researcher initiatedstrategicplannningeffort in makinglocal plans

  7. Strategic adaptation planning • UN-Habitat: • ”A systematic, participatory and transparent decision-makingprocessthatdeterminespriorities, makeswisechoices, and allocatescarceresources (i.e. time, money, skills) to achieveagreed-upon objectivesthataredevelopedusinglocalcommunityvalues.”

  8. Strategic planning – what is it? The strategy A strategy is selective, action and goal oriented Analysis Figure from Kühn, 2010

  9. The analytical and the learningparadigm a ‘strategyinventor’ or a ‘strategy finder’

  10. Planning for adaptation – elements from the analytical approach

  11. Makingtransformativestrategies in a complexworld Healey, 2009

  12. Strategic adaptation – elements and processes Mobilising and scoping: Whatplanningcontext, where is the energy and momentum? Whatare the importantstakeholders , whatmotivatesthem and who and how to drive the effort? Enlargingintelligence: CLUVA results, scenarios, stakeholderinteractions, localassessments Is it working? Whatcanwe do about it? Whatare the visions and projects and whatmatters most? (CLUVA indicators, stakeholderinteractions)

  13. City adaptation in more thanone dimension NAPA City level adaptation? Infrastructure and technicalworks Informalarea rehabilitation Green areadevelopment Resettlement of people from affectedareas Community adaptation

  14. Example from Dar es Salaam - Napa – EnvironmentalMinistry - Risk management division - National sectoral plans - water, transport etc. - The Draft Urban Development and Management Policy (2011) - Master plan (to berevised) Cities alliance network - Informalarea rehabilitation Green areas – mangrove/green open areasaround city centre Resettlement of Suna inhabitants Community adaptation in Bonde la Mpunga • Decentralisation? - environmental management officers? • Climatechange ‘ • - ‘No owner’

  15. WHERE IS your city now? On-going adaptation – whatprojects and activities? • What activities and projects are taking place in the city that has an impact or is affected by climate change like flooding? (E.g. infrastructure projects, green area development/management, coping strategies) • What is going on at city-level /or at otherlevels? What plans and processes are taking place that is important to CC impacts and effects? What ‘elements’ are contained within these? What elements are particular challenging in your city? Why? • Is the city level the place to coordinate efforts? Who else could be the driver of city climate change adaptation?

  16. Senior researcher Karina Sehested • Pluricentriccoordination • Relationalplanning

  17. PluricentricCoordination Towards an interactive approach to coordination and strategies Karina Sehested Forest and Landscape Denmark Copenhagen University kar@life.ku.dk

  18. Government Business organisations EU Brussels office KKR Growth Forum KKU Regional Council Municipalities Growth House Zealand Fehmarn Belt Forum KL Pluricentriccontext: Region Zealand

  19. Conditions • No single actor/institution in control • One overall stratgydifficult • Selection of strategictasks with cohesion: choise of dimensions • Coordinationthroughcooperation and persons – not systems

  20. Implications • Theory: • Theoreticalcontributionsmove in the same direction: • fromcohesion, unity and universal rationalitytovaluing and exploiting the floating and messycharacter of coordination in itsinterpretive and relational forms • Practice: • In fragmentedgovernance situations withoutany form of hierarchy

  21. New idea of coordination: • Re-interpretation of the meaning and role of coordination • Re-definition of balance betweenvertical and horizontalcoordination • New ways of promotingco-ordination

  22. The definition: Coordinationthrough: • Situatedworkingpractices • Dynamic, interactive, selective and overlapping linkages, • Thatmight provide temporaryfixations and multiple orders

  23. Strategy making in different forms Analytic and learningstrategymaking: • We have to make analyses • We have to integrate/influencepoliticalgoals • We have to mobilise relevant actors • We have to build up commonunderstanding and consensus

  24. Make strategies play in concert

  25. Barriers • Specialised and bureaucratic organisation and silo thinking: verticalcoordination • Lack of competences • ”Traditional” mental maps of planning and roles: one overall strategy made by experts • ”Command” and authoritativebehaviour • Power struggles: Unwillingness to co-operate • Fights aboutbeing THE coordinator or meta-govenor

  26. Drivers • Recognition of the necessity of cooperation – created in the process • Acceptance of the role as oneamongmany: mentally and in behaviour • New competences and projectbasedstructures • Selective and strategic link makingwork • Story work: gluingstoriestogether but creatingseveralstrategies - multiple orders

  27. Link making work • Create and participate in severalnetworks – makelinkages • Make strategicchoisesaboutwho is the most importantactors • Solving real problems is essential for link makingwork • Clarify the interdependency and developcommoninterests • Make commonrules for the networks and clarifyroles and responsibility • Build up trust and confidence in the relations • Handle conflicts

  28. Story and consensus work • Focusing attention to certainstrategicissues • Creation of meaning and sharedmeaning • Developcommon ”problem-solutions” narrative by gluing parts of differentstories • Accept and work with differencesand tensions in stories and meanings – in order to find areas for consensus potentials • A temporaryfixation: • ”weagreeaboutthisissue/strategy for now but are open to new ideas and suddenchange”

  29. Summing up: Coordination of fragmented elements • Particularway of thinking • Learning approach and pluricentriccoordination -> gives tools to connectfragmentedefforts • But whocaninitiatethis?

  30. Nextin the programme: On-going processes in the cities • Structure plans in Addis Ababa • Master planning in Dar es Salaam

  31. AMBITIONS AND WHERE TO START? • Discussion points: • Is there a momentum for CC adaptation? • What is the approach of these processes (analytical/learning)? • - Wheredoes the knowledgecome from? Who is involved? • Whatcouldbe the approach of CLUVA/us to either part-take in the processes or initiateother processes? • What role can you as researchers and the university have in making the cities more resilient? In knowledge/in coordination/in creating momentum?

  32. Associate Professor Lone Kristensen • Strategic spatialplanning in practice • - two cases