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The IMCORE project ran from 2008 to 2011 and was funded under the EU Interreg IVB programme.

VIDEO: Alex Midlen and Pippa Crighton explain the approach they took in the East of England, in particular in Jaywick.


Access or download overviews, tools, techniques and examples of visualisation tools, educational tools, legal and policy tools, future scenario techniques, etc

Practical tips for following the IMCORE approach to planning to adapt to coastal climate change 

guidance2In the context of this case study a great deal of time was spent on issue identification. More time was needed for scenario development, and this had implications for how we went about the process.

However, we believe that a slow start to scenario building and action planning is no bad thing in this context. The community have had experience of plenty of big reports and big announcements which have delivered little, and our no-fuss approach carries fewer risks and is more accessible to local people. 


East of England governance scenarios
What we did As part of a study into governance and institutional roles and interrelationships, three scenarios were developed with an expert group and 1:1 stakeholder interviews. These scenarios were used in three area-based stakeholder workshops to test the resilience of the decision-making mechanisms in the face of large-scale change. Click here to view the final report of coastal initiatives.
Why we did it To help explore the adequacy of existing decision-making arrangements in relation to adaptation to climate change. In particular we wanted to understand more about how conflicting decisions arise, and what failings can be resolved by improved practice and what require new legislation to resolve.
What we achieved We initiated a debate about coastal governance, and gained valuable insights into the weaknesses of current governance arrangements and an understanding of where change is required. View the report here.
Problems we had Understanding the complexity of multiple decision-making arrangements!
Solutions (if any) A power analysis was used that identified the importance not only of legal powers and duties, but also spending power and influence (whether through formal mechanisms or 'behind the scenes') in relation to how decisions are made in practice.
What we learned That we often avoid the really big issues, assuming that steps will always be taken to avoid them. For example, the issue of whether to continue to protect settlements or to move them from risk areas.


Jaywick community vision
What we did

We developed a community vision within the CoastNet Team and did not involve the community directly at this stage

Community Action Plan

Why we did it

We took this approach because community members have been party to many studies and reports and have little regard for them because they see very little actual benefit.

What we achieved

We identified a small number of actions for community members to deliver, keeping the process simple and focussed to enhance the chances of success.

Problems we had

Engaging with a community fed up with consultations and top-down reports.

Solutions (if any)  Our approach, at the point of contact with the community, is very simple and taken forward in small incremental steps. In this way we plan to build confidence amongst community leaders in our approach and gradually raise the threshold of their ambitions.
What we learned

We learned that listening (one to one, and consistently over a long period) is very important and helps to build trust. It is also an alternative to traditional consultation exercises and allows professionals to identify issues and actions that can then be presented to the community for validation.

This learning portal brings together the results and lessons learned from the IMCORE project. This project was funded under the Interreg IVB programme from 2008 to 2011.

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