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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 

East of England

" We tried to understand better the conflicts between economic growth and community needs, against adaptive responses to climate change impacts"


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Who we are:

CoastNet worked with the partners of the East of England Coastal Initiative and with the coastal communities of Jaywick

Key climate change issues:

Click on this link to learn more about Climate Change in the East of England; coastal activities that could be affected, drivers and impacts and our specific institutional framework.

What we did:

Read here about the activities carried out in the East of England

The East of England coastal adaptation strategy:

The lessons learned from the coastal initiative have been compiled into a draft summary document presented in powerpoint format. The partners have also compiled a draft action plan to guide the work of a wide range of institutions in relation to adaptation to climate change.

Together these documents form a wide ranging adaptation strategy for the area of the East of England.

Draft Summary Document draft-imcore-coastal-initiative-key-findings

Draft Action Plan coastal-initiative-draft-action-planv1-02

Our unique approach:

The CoastNet team in Jaywick consciously chose NOT to follow a traditional approach of issues report, consultation, options appraisal etc. This is because this approach had lost credibility in the community because of the severe challenges in Jaywick leading to the view that 'nothing is ever done'. As a charity we felt we had more freedom to work in a different way. Thus many months were spent in basic engagement with community leaders and groups: listening, getting involved, supporting, building trust. This process has enabled the team to understand community priorities, to gain trust and to give a strong sense of direction to the adaptation strategy, (which we call a community action plan).

Read the full summary of the East of England case study

Planning to adapt in the East of England


Engaging stakeholders

guidance0The Coastal Initiative Board proved to be a valuable mechanism for liaison with central government. The Government Office representatives were able to easily access key civil servants in central government and to brief Ministers. The partnership would have achieved far less without their involvement, indeed their leadership was invaluable.

The All Party Parliamentary Group also played an important role. This was to enable community representatives to better communicate their concerns about national flood and coastal erosion risk policy and their adaptation needs. The status of the APPG ensured that the 'right people' attended.


Identifying the issues

guidance1The issue identification was focused on evidence which had an analytical base to it, such as demographic statistics, scientific reports. Partners needed more tangible evidence than a workshop would provide on its own. Furthermore, it only later in the process became apparent how important are the individual perceptions of people, no matter how factually correct or not they are.

Thus, in this case study the issue identification was actually and ongoing and evolving process as the level of understanding advanced incrementally. This process was further complicated by the inevitable differences in the pace at which different groups advance their levels of knowledge and understanding.


Developing future scenarios

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. 


Designing the adaptation strategy

guidance3Initial feedback on the community action planning approach that we have introduced has been positive. However, only time will tell how successful or not our approach has been, and what measures can be taken to improve it.


Building institutional capacity

guidance4The Coastal Initiative has been very successful. It has influenced central government and been instrumental in the introduction of two new Departmental policies. However, more resources would have enabled a more effective engagement of local government in the region.

There will be significant challenges in securing the legacy from the initiative, given that lead agencies are being dissolved in government reorganisation.


Local, regional and transnational actions

Working with young people has its own challenges and whilst film-making was the object of the exercise, it is necessary to engage participants with a variety of activities. The relationship with the school involved was difficult at a time of institutional change. It is questionable whether a more formal arrangement with the school would have helped matters.


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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