This paper aims to present an investigation of the climate adaptation planning and implementation process undertaken by the municipal government of Cape Town, South Africa, situating the findings within the broader literature on governance-related barriers to adaptation.
By developing an in-depth case study using methods of organizational ethnography, the research traces phases of climate adaptation planning and implementation in Cape Town. Applied thematic analysis surfaces issues of coordination, decision-making, resource constraints and tracking progress as key constraints to urban climate adaptation.
While considerable progress has been made on developing a citywide climate adaptation plan for Cape Town, implementation is constrained by poor monitoring and feedback within and between departments and a lack of oversight and impetus from central authorities within the government hierarchy.
Further research is needed on the interface between technical and political decision-making, governance arrangements that facilitate coordination and iterative adjustment and the organizational uptake of externally commissioned work on climate adaptation.
The paper points to the need for a climate adaptation coordination function situated higher up in the municipal government structure than the environment department to implement, monitor, evaluate and revise measures to reduce climate risks and vulnerabilities citywide.
The paper is of value to those seeking to understand local government decision-making, as it pertains to climate adaptation and those looking for means to address climate risks and vulnerabilities in cities, especially in South Africa.
Taylor, A. (2016), "Institutional inertia in a changing climate", International Journal of Climate Change Strategies and Management, Vol. 8 No. 2, pp. 194-211. https://doi.org/10.1108/IJCCSM-03-2014-0033Download as .RIS
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