Rob A. DeLeo
Agenda setting describes the process through which issues are selected for consideration by a decision-making body. Among the myriad of issues policymakers can consider, few are more vexing than natural hazards. By aggregating (or threatening to aggregate) death, destruction, and economic loss, natural hazards represent a serious and persistent threat to public safety. While citizens rightfully expect policymakers to protect them, many of the policy challenges associated natural hazards fail to reach the crowded government agenda. This article reviews the literature on agenda setting and natural hazards, including the strain between preparing for emerging hazards, on the one hand, and responding to existing disasters, on the other hand. It considers the extent to which natural hazards pose distinctive difficulties during the agenda-setting process, focusing specifically on the dynamics of issue identification, problem definition, venue shopping, and interest group mobilization in natural hazard domains. It closes by suggesting a number of future avenues of agenda-setting research.
Evolution of Strategic Flood Risk Management in Support of Social Justice, Ecosystem Health, and Resilience
Throughout history, flood management practice has evolved in response to flood events. This heuristic approach has yielded some important incremental shifts in both policy and planning (from the need to plan at a catchment scale to the recognition that flooding arises from multiple sources and that defenses, no matter how reliable, fail). Progress, however, has been painfully slow and sporadic, but a new, more strategic, approach is now emerging.
A strategic approach does not, however, simply sustain an acceptable level of flood defence. Strategic Flood Risk Management (SFRM) is an approach that relies upon an adaptable portfolio of measures and policies to deliver outcomes that are socially just (when assessed against egalitarian, utilitarian, and Rawlsian principles), contribute positively to ecosystem services, and promote resilience. In doing so, SFRM offers a practical policy and planning framework to transform our understanding of risk and move toward a flood-resilient society. A strategic approach to flood management involves much more than simply reducing the chance of damage through the provision of “strong” structures and recognizes adaptive management as much more than simply “wait and see.” SFRM is inherently risk based and implemented through a continuous process of review and adaptation that seeks to actively manage future uncertainty, a characteristic that sets it apart from the linear flood defense planning paradigm based upon a more certain view of the future.
In doing so, SFRM accepts there is no silver bullet to flood issues and that people and economies cannot always be protected from flooding. It accepts flooding as an important ecosystem function and that a legitimate ecosystem service is its contribution to flood risk management. Perhaps most importantly, however, SFRM enables the inherent conflicts as well as opportunities that characterize flood management choices to be openly debated, priorities to be set, and difficult investment choices to be made.
Recent extreme hydrological events (e.g., in the United States in 2005 or 2012, Pakistan in 2010, and Thailand in 2011) revealed increasing flood risks due to climate and societal change. Consequently, the roles of multiple stakeholders in flood risk management have transformed significantly. A central aspect here is the question of sharing responsibilities among global, national, regional, and local stakeholders in organizing flood risk management of all kinds. This new policy agenda of sharing responsibilities strives to delegate responsibilities and costs from the central government to local authorities, and from public administration to private citizens. The main reasons for this decentralization are that local authorities can deal more efficiently with public administration tasks concerned with risks and emergency management. Resulting locally based strategies for risk reduction are expected to tighten the feedback loops between complex environmental dynamics and human decision-making processes. However, there are a series of consequences to this rescaling process in flood risk management, regarding the development of new governance structures and institutions, like resilience teams or flood action groups in the United Kingdom. Additionally, downscaling to local-level tasks without additional resources is particularly challenging. This development has tightened further with fiscal and administrative cuts around the world resulting from the global economic crisis of 2007–2008, which tightening eventually causes budget restrictions for flood risk management. Managing local risks easily exceeds the technical and budgetary capacities of municipal institutions, and individual citizens struggle to carry the full responsibility of flood protection. To manage community engagement in flood risk management, emphasis should be given to the development of multi-level governance structures, so that multiple stakeholders share fairly the power, resources, and responsibility in disaster planning. If we fail to do so, some consequences would be: (1), “hollowing out” the government, including the downscaling of the responsibility towards local stakeholders; and (2), inability of the government to deal with the new tasks due to lack of resources transferred to local authorities.