Climate change adaptation – governance, planning and stakeholder involvement Slide 1 WP 3 workshop 14th and 15th of November

Using CLUVA strategically ”In collaboration with stakeholders come up with strategic measures and points of action for climate change adaptation in the CLUVA case cities…..” (from the CLUVA project document)

Agenda - Wednesday – Planning for CC adaptation – Inspiration from strategic planning and experiences from adaptation strategies - What adaptation is on-going in the cities already and what opportunities exist to incorporate CC adaptation in processes already on-going? – And what can be the role of researchers? Extreme risks and adaptation in urban planning What governance challenges are the cities facing in relation to integration of CC adaptation and how could these challenges be addressed? Slide 3

Agenda - Thursday Stakeholder involvement i CC adaptation What are the important stakeholders and ‘innovative involvement’ in your city and who could/should be the ‘owner/driver’ of a CC adaptation process in your city? – Planning for 2013 – when, what and how? (your own action plans) What product are we working towards? Who to invite? What roles can you play? -> The process in spring 2013 Publications in WP3 Slide 4

Strategic planning Strategic planning - What is it and what approaches and frameworks can be useful for us? How can we use strategic thinking to make CLUVA cities more resilient to climate change?

Agenda this morning Strategic planning and CC adaptation -What adaptation is on-going in the CLUVA cities (task 3.3 results) and how can it be used strategically? -Can ideas from relational planning and pluricentric coordination be useful? – What processes of planning for city development are on-going in the cities - Structure plan in Addis Ababa and master planning /urban development plans in Dar es Salaam and what about the other cities (where cluva fit in?) Example from a researcher initiated strategic plannning effort in making local plans Slide 6

Strategic adaptation planning UN-Habitat: ”A systematic, participatory and transparent decision-making process that determines priorities, makes wise choices, and allocate scarce resources (i.e. time, money, skills) to achieve agreed-upon objectives that are developed using local community values.” Slide 7

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

Slide 9 ANALYTICAL Rational planning LEARNING Collaborative planning Planning processDefined progressive stagesIncremental, fluid overlapping dimensions Type of knowledge Expert knowledgeExpert and local, experiential knowledge GoalsClear and pre-defined by politicians Negotiated. May change as new knowledge is gained ParticipantsPoliticians and professional planners Multiple stakeholders a ‘strategy inventor’ or a ‘strategy finder’ The analytical and the learning paradigm

Planning for adaptation – elements from the analytical approach Slide 10

Making transformative strategies in a complex world Slide 11 Healey, 2009

Strategic adaptation – elements and processes Mobilising and scoping : What planning context, where is the energy and momentum? What are the important stakeholders, what motivates them and who and how to drive the effort? What can we do about it? What are the visions and projects and what matters most? (CLUVA indicators, stakeholder interactions) Enlarging intelligence: CLUVA results, scenarios, stakeholder interactions, local assessments Is it working?

City adaptation in more than one dimension NAPA City level adaptation? Infrastructure and technical works Informal area rehabilitation Green area development Resettlement of people from affected areas Community adaptation

Example from Dar es Salaam - Napa – Environmental Ministry - Risk management division - National sectoral plans - water, transport etc. - The Draft Urban Development and Management Policy (2011) - Master plan (to be revised) Cities alliance network - Informal area rehabilitation Green areas – mangrove/green open areas around city centre Resettlement of Suna inhabitants Community adaptation in Bonde la Mpunga Decentralisation? - environmental management officers? Climate change ‘ - ‘No owner’

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WHERE IS your city now? On-going adaptation – what projects 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 other levels? 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?

Senior researcher Karina Sehested Pluricentric coordination Relational planning Slide 17

Pluricentric Coordination Towards an interactive approach to coordination and strategies Karina Sehested Forest and Landscape Denmark Copenhagen University

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

Conditions o No single actor/institution in control o One overall stratgy difficult o Selection of strategic tasks with cohesion: choise of dimensions o Coordination through cooperation and persons – not systems

Implications o Theory: Theoretical contributions move in the same direction: from cohesion, unity and universal rationality to valuing and exploiting the floating and messy character of coordination in its interpretive and relational forms o Practice: In fragmented governance situations without any form of hierarchy

New idea of coordination: o Re-interpretation of the meaning and role of coordination o Re-definition of balance between vertical and horizontal coordination o New ways of promoting co-ordination

The definition: Coordination through: o Situated working practices o Dynamic, interactive, selective and overlapping linkages, o That might provide temporary fixations and multiple orders

Strategy making in different forms Analytic and learning strategy making: o We have to make analyses o We have to integrate/influence political goals o We have to mobilise relevant actors o We have to build up common understanding and consensus

Make strategies play in concert Multiple projects and strategies Hierarchical ordering Multiple orders

o Specialised and bureaucratic organisation and silo thinking: vertical coordination o Lack of competences o ”Traditional” mental maps of planning and roles: one overall strategy made by experts o ”Command” and authoritative behaviour o Power struggles: Unwillingness to co-operate o Fights about being THE coordinator or meta-govenor Barriers

o Recognition of the necessity of cooperation – created in the process o Acceptance of the role as one among many: mentally and in behaviour o New competences and project based structures o Selective and strategic link making work o Story work: gluing stories together but creating several strategies - multiple orders Drivers

Link making work o Create and participate in several networks – make linkages o Make strategic choises about who is the most important actors o Solving real problems is essential for link making work o Clarify the interdependency and develop common interests o Make common rules for the networks and clarify roles and responsibility o Build up trust and confidence in the relations o Handle conflicts

Story and consensus work o Focusing attention to certain strategic issues o Creation of meaning and shared meaning o Develop common ”problem-solutions” narrative by gluing parts of different stories o Accept and work with differences and tensions in stories and meanings – in order to find areas for consensus potentials o A temporary fixation: ”we agree about this issue/strategy for now but are open to new ideas and sudden change”

Summing up: Coordination of fragmented elements -Particular way of thinking -Learning approach and pluricentric coordination -> gives tools to connect fragmented efforts -But who can initiate this? Slide 30

Next in the programme: On-going processes in the cities -Structure plans in Addis Ababa -Master planning in Dar es Salaam

AMBITIONS AND WHERE TO START? Discussion points: Is there a momentum for CC adaptation? What is the approach of these processes (analytical/learning)? - Where does the knowledge come from? Who is involved? What could be the approach of CLUVA/us to either part-take in the processes or initiate other processes? What role can you as researchers and the university have in making the cities more resilient? In knowledge/in coordination/in creating momentum? Slide 32

Associate Professor Lone Kristensen Strategic spatial planning in practice - two cases Slide 33