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Coastal Management (coastal + management)

Distribution by Scientific Domains
Humanities and Social Sciences100%

Selected Abstracts

Triggers for Late Twentieth Century Reform of Australian Coastal Management

GEOGRAPHICAL RESEARCH, Issue 3 2000
B. G. Thom
This paper identifies four triggers that underpinned the late 20th century reform of coastal management in Australia. These have operated across federal, state and local levels of government. The triggers are global environmental change, sustainable development, integrated resource management, and community awareness of management issues and participation in decision making. This reform has been driven by international and national forces. A number of inquiries into coastal management in Australia culminated in the production of a national coastal policy in 1995. This has led to fundamental changes in coastal management and to the recognition of the inevitability of changes in coastal systems. Federal policies and programs are being translated into action at the state and local government levels through a variety of funding mechanisms and programs. These involve capacity building, a memorandum of understanding between all levels of government, an enhanced role for state advisory or co-ordinating bodies, and an increased role for public participation. [source]

Social Capital, Collective Action, and Adaptation to Climate Change

ECONOMIC GEOGRAPHY, Issue 4 2003
W. Neil Adger
Abstract: Future changes in climate pose significant challenges for society, not the least of which is how best to adapt to observed and potential future impacts of these changes to which the world is already committed. Adaptation is a dynamic social process: the ability of societies to adapt is determined, in part, by the ability to act collectively. This article reviews emerging perspectives on collective action and social capital and argues that insights from these areas inform the nature of adaptive capacity and normative prescriptions of policies of adaptation. Specifically, social capital is increasingly understood within economics to have public and private elements, both of which are based on trust, reputation, and reciprocal action. The public-good aspects of particular forms of social capital are pertinent elements of adaptive capacity in interacting with natural capital and in relation to the performance of institutions that cope with the risks of changes in climate. Case studies are presented of present-day collective action for coping with extremes in weather in coastal areas in Southeast Asia and of community-based coastal management in the Caribbean. These cases demonstrate the importance of social capital framing both the public and private institutions of resource management that build resilience in the face of the risks of changes in climate. These cases illustrate, by analogy, the nature of adaptation processes and collective action in adapting to future changes in climate. [source]

Triggers for Late Twentieth Century Reform of Australian Coastal Management

GEOGRAPHICAL RESEARCH, Issue 3 2000
B. G. Thom
This paper identifies four triggers that underpinned the late 20th century reform of coastal management in Australia. These have operated across federal, state and local levels of government. The triggers are global environmental change, sustainable development, integrated resource management, and community awareness of management issues and participation in decision making. This reform has been driven by international and national forces. A number of inquiries into coastal management in Australia culminated in the production of a national coastal policy in 1995. This has led to fundamental changes in coastal management and to the recognition of the inevitability of changes in coastal systems. Federal policies and programs are being translated into action at the state and local government levels through a variety of funding mechanisms and programs. These involve capacity building, a memorandum of understanding between all levels of government, an enhanced role for state advisory or co-ordinating bodies, and an increased role for public participation. [source]

The emergence of service-based integrated coastal management in the UK

AREA, Issue 3 2010
Tracey Hewett
Coastal partnerships are the primary mechanism to support local and regional integrated coastal management (ICM) in the United Kingdom. This paper identifies four evolutionary stages of coastal partnership development, in which partnerships pass through stages of foundation, challenge, reflection and renewal. Through examining these stages, it was apparent that the manner in which coastal partnerships in the UK support ICM has evolved from a plan-led approach to a service-based approach since the early 1990s. In the service-based approach, partnerships support ICM through an ongoing programme of facilitated stakeholder engagement, capacity building and information exchange, rather than through the development and implementation of an outcome-based management plan. This has been prompted by a number of interconnected factors, including funding scarcity, a historic lack of national-level support and ambiguous evidence of success. Following a discussion of the benefits and burdens of the service-based approach, the paper concludes that whilst the service-based ICM support model offers many advantages and opportunities, the wider coastal governance framework in the UK may still present considerable challenges to its future success. [source]