Learning from the past for strategic decision-making in climate risk management: Connecting historic and future adaptation pathways

Author(s):  
Thomas Thaler ◽  
Philipp Babcicky ◽  
Christoph Clar ◽  
Thomas Schinko ◽  
Sebastian Seebauer

<p>Hydro-metrological events cause substantial economic damage and social disruption in our society to date. These climate-related risks will become even more severe in the future, driven by changes in the frequency and magnitude of natural hazard events, an increasing exposure of buildings or infrastructure, as well as vulnerability and resilience developments of residents and businesses. Although these long-term developments are of major social and economic relevance, decisions in disaster risk management and their (potential) impacts are typically assessed as singular events and potential alternative solutions, which have not been considered, are out of scope. Recent research therefore suggests to employ the concept of iterative climate risk management (CRM), in order to align disaster risk management and climate change adaptation policy and practice. This is supposed to increase the awareness of how complex and dynamic the challenge of comprehensively tackling climate-related risks is.</p><p>Pathways aims to fill this gap by analysing the long-term development of past and future decisions. The arenas in which these decisions are made are characterised by (1) competing interests from various policy areas, (2) ad-hoc decisions often taking precedence over strategic planning for long-term CRM, and (3) previous decisions providing carry-over, follow-up or creating even lock-in effects for later decisions. Focusing on two climate-adaptation regions in Austria (so-called KLAR!-regions), Pathways paints a comprehensive picture of how local adaptation pathways were developed in the past, how these pathways led to specific decisions at specific points in time, and which impacts these choices had on community development with respect to the choices and pathways not taken. Pathways learns from the past to inform the future with the aim to provide capacity building at the local level. By understanding how earlier decisions enabled or constrained the later decisions, pathways offers policy guidance for making robust decisions in local CRM.</p><p>Pathways applies a mixed-method approach to integrate quantitative and qualitative social science research methods and to triangulate the research objectives from different perspectives. Semi-structured interviews with key CRM actors at various levels of government, geo-spatial analysis, secondary analysis of census data and archival research jointly inform the reconstruction of past decision points and related pathways. This approach allows to test, compare, confirm, and control the collected data and the interpreted results from different perspectives, while avoiding narrow, oversimplifying explanations. Building on the lessons learnt from the past, future pathways are co-designed with local stakeholders in Formative Scenario workshops. Pathways restricts its scope to climate-related risks from extreme hydro-meteorological events and geological mass movements, such as riverine floods and pluvial torrents, mud and debris flow, landslides or avalanches. This risk domain requires governance structures for immediate response to the disaster as well as for prevention and relief/reconstruction. Pathways aims to improve the knowledge base for respective governance efforts.</p>

2018 ◽  
Vol 16 ◽  
Author(s):  
Noraini Omar Chong ◽  
Khairul Hisyam Kamarudin

Disaster is a major threat that could jeopardise the development of economic, social and physical elements of a nation as well as the well-being of its people. The damage and loss of property and life caused by disasters are overwhelming and least desired by any country. Review of literature as presented in this research indicated that by having a good disaster risk management (DRM) plan and well-coordinated efforts and commitment among related disaster management agencies at all levels and local stakeholders, would potentially lead to disaster risk reductions, increase preparedness and response, and reduction of damage to assets and loss of life. With a long list of agencies and aid bodies that are currently involved in various stages of DRM, putting the idea into reality has proven to be highly challenging particularly on establishing good coordination between agencies and with other stakeholders for a more effective DRM process. This paper identified three major issues and challenges in DRM in Malaysia, particularly from the perspective of agencies. These issues and challenges include (1) disaster management planning imbalanced between top-down and bottom-up approaches, (2) lack of coordination in disaster management cycle, with greater focus only on the disaster emergency response stage and, (3) lack of planning of long-term recovery (post-disaster) process, which resulted in low level community and stakeholders’ resilience to disasters.


2018 ◽  
Vol 16 (5) ◽  
Author(s):  
Noraini Omar Chong ◽  
Khairul Hisyam Kamarudin

Disaster is a major threat that could jeopardise the development of economic, social and physical elements of a nation as well as the well-being of its people. The damage and loss of property and life caused by disasters are overwhelming and least desired by any country. Review of literature as presented in this research indicated that by having a good disaster risk management (DRM) plan and well-coordinated efforts and commitment among related disaster management agencies at all levels and local stakeholders, would potentially lead to disaster risk reductions, increase preparedness and response, and reduction of damage to assets and loss of life. With a long list of agencies and aid bodies that are currently involved in various stages of DRM, putting the idea into reality has proven to be highly challenging particularly on establishing good coordination between agencies and with other stakeholders for a more effective DRM process. This paper identified three major issues and challenges in DRM in Malaysia, particularly from the perspective of agencies. These issues and challenges include (1) disaster management planning imbalanced between top-down and bottom-up approaches, (2) lack of coordination in disaster management cycle, with greater focus only on the disaster emergency response stage and, (3) lack of planning of long-term recovery (post-disaster) process, which resulted in low level community and stakeholders’ resilience to disasters.


2021 ◽  
Vol 6 (4) ◽  
pp. 4-8
Author(s):  
Rob Swart ◽  
Wim Timmermans ◽  
Jos Jonkhof ◽  
Hasse Goosen

<div><p>Climate risk management evolves rapidly from one additional challenge for urban planning into a radical driver of urban development. In addition to fundamental changes in urban planning to increase long-term resilience, the creation of new opportunities for sustainable transformation is imperative. While urban planners increasingly add climate risks to their menu, implementation of effective action is lagging. To reduce urban infrastructure’s vulnerability to heat and flooding, cities often rely on short-term incremental adjustments rather than considering longer-term transformative solutions. The transdisciplinary co-development of inspiring urban visions with local stakeholders over timescales of decades or more, can provide an appealing prospect of the city we desire—a city that is attractive to live and work in, and simultaneously resilient to climate hazards. Taking an historic perspective, we argue that re-imagining historical urban planning concepts, such as the late 19<sup>th</sup>-century garden city until early 21st century urban greening through nature-based solutions, is a pertinent example of how climate risk management can be combined with a wide-range of socio-economic and environmental goals. Climate knowledge has expanded rapidly over the last decades. However, climate experts mainly focus on the refinement of and access to observations and model results, rather than on translating their knowledge effectively to meet today’s urban planning needs. In this commentary we discuss how the two associated areas (urban planning and climate expertise) should be more fully integrated to address today’s long-term challenges effectively.</p></div>


2014 ◽  
Vol 13 (4) ◽  
pp. 267-280 ◽  
Author(s):  
Allan Lavell ◽  
Andrew Maskrey

Author(s):  
Christopher Viney

<p class="MsoBodyText" style="text-align: justify; margin: 0in 34.55pt 0pt 0.5in;"><span style="font-size: 10pt;" lang="EN-AU"><span style="font-family: Times New Roman;">Banks are the most significant financial institutions operating within nation-state and the global financial system. These institutions are exposed to a wide range of operational risks. Disaster risk management is a critical component of the wider operational risk management. The Bank for International Settlements, in conjunction with nation-state prudential regulators, is introducing measures that will require banks to identify, measure and manage operational risks within the context of new capital adequacy requirements. An essential part of any risk management process is education and training. This paper presents a structured education and training framework that will support the achievement of banks&rsquo; disaster risk management objectives. The education and training framework comprises three specific programs: (1) an induction/awareness program targeted to all personnel, (2) a contingency planning program &ndash; a specialist program for disaster risk management personnel, and (3) an executive program designed for senior management, directors and strategic decision makers.</span></span></p>


2021 ◽  
Vol 6 (1) ◽  
pp. 25
Author(s):  
Gerui Cao

The future is a big word. It can be composed of uncertainties that make us all fear for. However, it is also filled with opportunities that one can grasp vast amount of optimism. We, as the human species, have always been fascinated with our imagination about the future. In the past, we besought witches to tell us about our fortunes. Nowadays, we form risk management entities and consulting firms that help clients identify opportunities and dangers, while attempting to “shape” the future for each one’s favor if possible. If you ask any one at the New Year Eve party about their predictions of the year 2020 on December 31st, 2019, no one would have believed what was bound to take place—in the same fashion as one from 1700s would have never believed the establishment of European Union. While the virus halted our daily routines and is enforcing humans to change their social behaviors, the very reality of this current pandemic COVID-19 is indeed unprecedented. Humans cannot rewind the reality to the past—we should analyze the current situation and predict the future trends in the hope of a more adequate preparation. COVID-19 can be perceived as a catalyst that boosts the progress of various occurring long-term trends in business conducts. Hence, these key long-term trends can shape up companies’ future structures and behaviors forever.


2014 ◽  
Author(s):  
Bárbara Montoro ◽  
Pedro Ferradas ◽  
Miguel Muñoz ◽  
Douglas Azabache ◽  
Orlando Chuquisengo ◽  
...  

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