**2.4. Adaptation and capacity development**

488 Risk Management – Current Issues and Challenges

**and tools** 

**2.3. Communication and dissemination of climate risk knowledge, information** 

The term 'risk communication' as used here, refers to intentional efforts on the part of one or more sources (e.g. international agencies, local government, communities) to provide information about hazards and hazard adjustments through a variety of channels among themselves or to different audiences (e.g. the general public, specific at-risk communities), for the purpose of influencing the recipients to apply the information and take appropriate action. It also includes efforts of local communities to characterize and communicate their risk-based experiences. Lindell and Perry (2004)26 summarized the available research as indicating message effects include pre-decisional processes (reception, attention, and comprehension). Several studies have identified the characteristics of pre-decisional

Communicating and disseminating risk information can be very challenging. One of the first steps for effective communication is to ensure two-way communication channels, where information providers and users can interact equally and explain misunderstandings. Before starting a CRM process, it is paramount to build and apply "climate information chains"30, as discussed above. This involves a complex network of institutions involved in the end-toend process of CRM, i.e. National Meteorological and Hydrological Services (NMHSs), disaster management agencies, national and local authorities, the media, private sector, community representatives, and public and private agencies of strategic sectors such as agriculture, health, water resources. Such a complex network requires diverse means of communication, which has included web-based GIS tools with, *inter alia*, real time information updates, e-mail distribution lists, text alerts and high-frequency radio transmission which is useful for remote locations. A climate information chain should have legitimacy, credibility and be interactive. It is a kind of "living mechanism" that must be kept operational. To get people and institutions engaged in this chain, dialogues, meetings and agreements are also necessary. One example of an operational mechanism for communicating and disseminating risk information would be regional or national climate outlook forums (RCOFs and NCOFs). In these forums, climate information providers and users meet (either face-to-face or virtually), usually on the release of a seasonal climate forecast. The opportunity to share information, discuss issues and build knowledge has proven invaluable in many parts of the world (for further information and references, see

practices that lead to effective communication over the long-term27,28,29.

http://www.wmo.int/pages/prog/wcp/wcasp/wcasp\_home\_en.html).

Once climate information chains are set up, the information to be disseminated should consider that climate knowledge should optimally combine scientific knowledge and indigenous knowledge. Both are necessary to ensure the effectiveness of their application. Science is not enough to contribute practical and effective solutions for CRM, but when it is linked with the local culture and experience of the communities, fantastic responses can be obtained. This is exemplified by a young member of a remote community in Ecuador drawing a risk map for his location based on all the experiences, impacts and weaknesses their community has evidenced, but with a better understanding of how the vulnerability The IPCC definition of adaptation to climate change is the "adjustment in natural or human systems in response to actual or expected climatic stimuli or their effects, which moderates harm or exploits beneficial opportunities"35. From a conceptual point of view adaptation and capacity development are part of the overall CRM approach. In practical implementations of adaptation projects these two compartments often become indistinguishable, for example, Monsoon Forum meetings, which focus on preparedness planning for monsoon season climate variability across Asia (see http://www.rimes.int /societal/monsoon-forum), often also involve training sessions to build capacity across the community. However, there is a strong tendency to try to separate and manage adaptation and capacity development independently of each other, as well as from the other steps involved in CRM. This can cause a negative effect on implementation and makes the institutional information framework which is necessary to get effective responses in human systems more complex.

In accordance with the Global Adaptation Partnership (www.climateadaptation.cc), compelling climate change evidence has prompted the development and implementation of national adaptation plans around the globe, and these have generated specific withincountry actions related with vulnerability and risk assessments including long-term climate observations or projections. In some places, these actions overlap with CRM (as well as other risk management) plans of national disaster management or other government agencies. For example, the UK government Department for Environment, Food and Rural Affairs' (DEFRA) Climate Change Risk Assessment was one of the requirements from the UK government's Climate Change Act (for further details see http://www.defra.gov.uk /environment/ climate/government/risk-assessment/).

Improving Climate Risk Management at Local Level –

Techniques, Case Studies, Good Practices and Guidelines for World Meteorological Organization Members 491

Encourage allocation of financial support from national, local or private stakeholders to

 Develop the capacity of information providers to deliver improved information, services and products, through, for example, improving the observing networks and

Monitoring, evaluation and improvement are important elements in CRM. Monitoring could cover organizational, financial, operational, political, regulatory and other issues. It is required to collect relevant information and data to help quantify the risks, and to assess the success (or not) of adaptation or other interventions. Evaluation is the means by which the accomplishments are compared with the expected goals and what improvements are required to complete the iterative cycle proposed for CRM, within which there is an implicit

Before implementing any monitoring, evaluation and improvements for CRM, some key indicators should be set up. It is unlikely that one single indicator can be identified to monitor all the risks (hazards and vulnerabilies) necessary to monitor the CRM process. However, to be practical, a few key indicators should be identified with the following attributes - quantitative (e.g: number of victims and cost of impacts), quality controlled

The monitoring, evaluation and improvement step enables key oversight bodies (such as a NHMS, a regional health organization or other stakeholder) to track progress against initial conditions, and assess areas where corrective action is required. It can also be an important tool for the pursuit of resources to address gaps and deficiencies in the process, and to facilitate the dialogue between the relevant stakeholders in the risk management process at various levels, which is an essential part of a feedback loop between relevant stakeholders. Through this step the focus is kept on results – on reaching the desired goals – as well as on continual learning. It must be flexible, allowing for and even anticipating new challenges or opportunities, or new methods and understanding in the theory and application of CRM.

**3. Role of early warning systems and adaptation planning within the** 

*"Neither society nor the environment are static. Consequently, neither is the risk" (Alan Lavell)* 

It is clear that CRM may encompass a wide range of temporal and spatial scales, depending on the nature of the risks and their socio-economic context. Both climate and disaster risk are considered as some integration of hazards, vulnerabilities and exposures (see Section 1), and EWSs may be integral to the adaptation measures used to manage these risks. An important concept for Disaster Risk Reduction (DRR) taken from ISDR Glossary, 200936 concerns "the risk of disaster", which is usually expressed as 'the probability of life loss or

based on standards (e.g: ISDR guidelines for design of EWS), and time limited.

Co-share capacity development efforts with beneficiaries;

support CRM capacity development;

**2.5. Monitoring, evaluation and improvement** 

assumption that progress should be continually sought.

**context of disaster risk reduction and CRM** 

climate risk modeling capability.

One of the key issues for adaptation is its local nature. CRM or adaptation processes require ownership by communities, not only their authorities, for successful implementation. Such ownership is strongly connected with the perception that individuals have about the risks, the current impacts over them and how they are able to affect their integrity and progress. To encourage this perception, climate risks must be clearly identified and presented to communities, and this information must be validated with local data, information and local community feedback with experiences of how the population has coped with recent climate impacts. Setting up practices and mechanisms for coping with climate variability in the hereand-now is an important step in preparedness for future climate changes. NMHSs are important partners for providing such local climate and meteorological information to inform adaptation. Given a local perception of climate risk, it is easier to generate adaptation strategies and solutions with the community and negotiated with the authorities, and implement action plans designed by the community. Particularities in local plans are key points from the cultural and social point of view. By adopting a local focus to CRM, adaptation is necessarily a bottom up social construction implemented by local communities.

Past experience in capacity development for CRM suggests that providing a single recipe to conduct capacity development efforts has limitations. Some principles for a more comprehensive and effective approach, based on good practice, are therefore proposed as guidance:


### **2.5. Monitoring, evaluation and improvement**

490 Risk Management – Current Issues and Challenges

guidance:

staff in national and local agencies;

learning systems;

and beneficiaries;

national and local institutions;

in their current activities;

/environment/ climate/government/risk-assessment/).

other risk management) plans of national disaster management or other government agencies. For example, the UK government Department for Environment, Food and Rural Affairs' (DEFRA) Climate Change Risk Assessment was one of the requirements from the UK government's Climate Change Act (for further details see http://www.defra.gov.uk

One of the key issues for adaptation is its local nature. CRM or adaptation processes require ownership by communities, not only their authorities, for successful implementation. Such ownership is strongly connected with the perception that individuals have about the risks, the current impacts over them and how they are able to affect their integrity and progress. To encourage this perception, climate risks must be clearly identified and presented to communities, and this information must be validated with local data, information and local community feedback with experiences of how the population has coped with recent climate impacts. Setting up practices and mechanisms for coping with climate variability in the hereand-now is an important step in preparedness for future climate changes. NMHSs are important partners for providing such local climate and meteorological information to inform adaptation. Given a local perception of climate risk, it is easier to generate adaptation strategies and solutions with the community and negotiated with the authorities, and implement action plans designed by the community. Particularities in local plans are key points from the cultural and social point of view. By adopting a local focus to CRM, adaptation

is necessarily a bottom up social construction implemented by local communities.

Design training strategies under a "train the trainers approach";

Past experience in capacity development for CRM suggests that providing a single recipe to conduct capacity development efforts has limitations. Some principles for a more comprehensive and effective approach, based on good practice, are therefore proposed as

Consider sustainability of capacity development through continual rotation of technical

 Ensure a robust institutional and stakeholders network to support the capacity development process (with multi-level stakeholder coordination and communication); Consider blended training courses, with both face to face activities supported by e-

Implement accountability mechanisms for both capacity development implementers

Ensure an effective and long-term monitoring and evaluation mechanism involving

Keep accessible databases of people trained and the impact of the capacity development

 Develop a long-term strategy for education (alongside shorter courses), such as the 5 year Climate Change Adaptation Degree and Master of Science (integrated) programme including agriculture, animal sciences, fisheries, forestry, biodiversity, water resources,

health which has been launched by Kerala Agriculrural University, India;

Prepare educational material combining scientific and indigeneous knowledge;

Monitoring, evaluation and improvement are important elements in CRM. Monitoring could cover organizational, financial, operational, political, regulatory and other issues. It is required to collect relevant information and data to help quantify the risks, and to assess the success (or not) of adaptation or other interventions. Evaluation is the means by which the accomplishments are compared with the expected goals and what improvements are required to complete the iterative cycle proposed for CRM, within which there is an implicit assumption that progress should be continually sought.

Before implementing any monitoring, evaluation and improvements for CRM, some key indicators should be set up. It is unlikely that one single indicator can be identified to monitor all the risks (hazards and vulnerabilies) necessary to monitor the CRM process. However, to be practical, a few key indicators should be identified with the following attributes - quantitative (e.g: number of victims and cost of impacts), quality controlled based on standards (e.g: ISDR guidelines for design of EWS), and time limited.

The monitoring, evaluation and improvement step enables key oversight bodies (such as a NHMS, a regional health organization or other stakeholder) to track progress against initial conditions, and assess areas where corrective action is required. It can also be an important tool for the pursuit of resources to address gaps and deficiencies in the process, and to facilitate the dialogue between the relevant stakeholders in the risk management process at various levels, which is an essential part of a feedback loop between relevant stakeholders. Through this step the focus is kept on results – on reaching the desired goals – as well as on continual learning. It must be flexible, allowing for and even anticipating new challenges or opportunities, or new methods and understanding in the theory and application of CRM.
