Twenty-eighth Report Adapting Institutions to Climate Change Cm ...

Chapter 4
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However, aside from coastal erosion and flood protection, we have seen little evidence of
public debate about the changes we may see as a result of adaptation decisions. It is important,
particularly with the publication of the 2009 UK Climate Projections (UKCP09), that efforts
are made by government, community leaders, business, the voluntary sector and conservation
organisations to identify the issues, dilemmas and choices, so that as adaptation takes place there
is a reduced likelihood of reactionary responses from individuals and organisations. The scale at
which engagement takes place is important and in many cases will need to be local, but often in
a regional context – again, the TE2100 project (Box 3E) is a good example. The Commission
also notes that, of the engagement that is taking place, much of it is related to flood and coastal
erosion risk management issues. Although biodiversity in the UK is likely to undergo significant
changes that may require different or additional areas of land for habitat protection, this does not
yet seem to be a subject for extensive discussion.
Public engagement is important for a range of reasons. We are familiar with the idea, for example,
that only an engaged and informed public will encourage or tolerate some of the difficult choices
required for the mitigation of climate change. But the same applies to adaptation, for example
with respect to communities facing coastal erosion (a longstanding problem which is likely to be
exacerbated by climate change). A decision-making process which those affected perceive to be
open and fair can go a long way to enhancing tolerance and even acceptance of outcomes. 42
Co-ordination between actors
4.86 Co-ordination between actors is crucial for building adaptive capacity. But as discussed earlier, the
sheer number of actors and the complexity of potential relationships between them means that
co-ordination is a challenge. Co-ordination can take different forms depending on the ‘mode’ of
governance. This can be: a hierarchical mode, in which co-ordination of different actors is ensured
through formal regulations, command and control; a market mode, where the price mechanism
of the market ensures co-ordination; or a network mode of governance, where co-ordination is a
result of debating and bargaining. 43 Different mixes of governance modes will impact on the way
that institutions communicate and co-ordinate with one another.
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During our visit to the Netherlands, it was apparent that Dutch management of flood risk is based
on a system with different levels of governance, from the state through to local and municipal
areas. A range of actors share responsibility for ensuring that the flood defences work as a complete
system. The ‘hot-spot’ approach described in Box 4F is an example from the Netherlands of a way
of including multiple stakeholders in the decision-making process.
BOX 4F THE HOT-SPOT APPROACH: AN EXAMPLE FROM THE NETHERLANDS
Water management in the Netherlands is paid for through taxes at the state and water-board
levels. The Rijk (national Government) is responsible for strategic flood defence, including sea
defences. There are then 12 Provincies (regional governments), who are asked to deliver regional
plans on behalf of Government, and 26 Waterschaps (water-boards) who are responsible for
water quality and quantity. Because the risk of flooding is recognised at all levels of government
and society, there is a national level of awareness and often intense debate about the issues.
One method taken by the Dutch to deal with the many stakeholders involved in making
adaptation decisions about flood risk is to take a ‘hot-spot’ approach. This is time consuming
and involves extensive and intensive discussions, but it recognises that different places have
different levels of risk and require different solutions. For instance, the actions that need to
be taken to protect Schiphol airport are very different to those required to prevent Rotterdam
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