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Develop your own coastal adaptation strategy by learning key methodologies and techniques.

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

VIDEO: David Green talks about how perception is formed

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

 "Take 20 minutes to have a look at the materials on the site so that you can start to understand what is involved and how important it might be for your coast. As one practitioner to another I can assure you that this will be time well spent".

Graham Lymbery

Do you need an adaptation strategy?

Read more about adaptation for practitioners and 4 key aspects to consider before you start your adaptation process

Most of us as practitioners understand what climate change is and given the amount of media coverage it receives most of us are also familiar with the idea of mitigation as a response to climate change. Adaptation as a response to climate change has not received the same level of media coverage and as such is not as familiar. What does adaptation mean? Do you need an adaptation strategy? What is the added value? Why do we need a co-ordinated approach?


Public and political buy-in is essential

people societiesHow does the public perceive the risks of climate change?

Will people think an adaptation strategy is money well spent?

Are you aware of what could influence local politicians to support adaptation initiatives?


Coastal areas are specially vulnerable to climate change because they are naturally dynamic systems and are densely populated.  The fact is that human beings love living and working in coastal areas. Around a third of Europeans live within 50 kilometres of the coast and these areas generate over 30% of Europe's GDP. But are they aware they will be on the front line of climate change impacts?



Assess your preparedness to lead

whyDoes your organisation have the capacity to lead the adaptation planning process?

Do you have the required methodological knowledge and skills?

Credibility and trust? Resources? Leadership?

As a co-ordinating organisation or organisations you need to lead a process which will involve a group of stakeholders which will probably be more diverse than the group you generally work with because of the cross-sectoral approach of adaptation planning.

1. The leading team needs to gather some basic knowledge on the policy and legal context of adaptation at the various levels, specially about plans and policy that already exist at the local level and could include adaptation measures. 



To ensure shared responsibility you need to bring together key organisations from the start

value adaptationHave you engaged the most influential stakeholders from the beginning?

What about those who can build your capacity to manage the process?

IMCORE partners all agree on the need to get the right participants on board from the start . Some partners found it easier than others and we have identified three conditions that appear to have made them more successful:

1. Existing relationships were already in place. Where participatory structures such as forums, coastal partnerships or focus groups were in place, stakeholders knew each other and were used to working together which makes the process easier.



nextTailor your adaptation process to your local context

Could you clearly express to others why and how you will develop your strategy?

What are the expected results?

Are you realistic in terms of what can be achieved given your local constraints and opportunities?

A few of the IMCORE partners realized they had started their adaptation process without a clear idea of where it would lead them. And this is precisely what stakeholders want to know when they are deciding if they want to engage or not with the process (Where will the adaptation strategy fit in? What will happen after the project? Why does it matter?)


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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