Search

Despite a wealth of financial, technical, and human capacity in Canadian cities, it remains a challenging task to transform this capacity into effective climate change adaptation and mitigation. Indeed, mitigative and adaptive capacities only represent the potential to achieve the ultimate goals of greenhouse gas and vulnerability reduction. This paper builds on previous explorations of barriers to identify powerful levers by which action can be triggered and sustained at the local level through the study of three municipalities in the Lower Mainland of British Columbia, Canada. The necessity of an explicitly articulated high-level directive, leadership that stimulates an organizational culture of innovation and collaboration, and the ‘institutionalization’ of climate change response measures within standard operating procedures emerged as crucial enablers of action. Addressing a lack of technical, financial, or human resources is less a matter of creating more capacity than of facilitating the effective use of existing resources. This facilitation depends most fundamentally on re-working the path dependent institutional structures, organizational culture and policy-making procedures that have characterized the unsuccessful patterns of climate change policy development in the past. The ultimate goal is to contribute to the ongoing efforts to adapt institutions to the complex and uncertain futures associated with a changing climate, while simultaneously embedding broader sustainability goals in long-range strategic planning. [Copyright &y& Elsevier]