考察适应气候变化的障碍:来自印度尼西亚三宝垄市的经验

Intan Hapsari Surya Putri , Wiwandari Handayani , Fajar Agung Mulia , Jun Ichihara , Mega Anggraeni , Rukuh Setiadi , Sudarno Sudarno
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引用次数: 0

摘要

针对特定背景下适应气候变化的障碍进行了各种研究,但它们往往只关注特定部门。本研究旨在全面评估城市层面各利益相关部门适应气候变化的障碍。鉴于三宝垄市在印度尼西亚实施气候变化适应措施方面具有丰富的经验,预计三宝垄市的案例研究将为其他城市提供见解。对障碍的评估是通过焦点小组讨论进行的,并通过对三宝垄市相关利益相关者的深入访谈进行验证。我们的研究结果表明,与农业、卫生和其他相关部门等非优先部门相比,优先考虑水、沿海和海洋资源的部门面临的障碍和挑战更低。非重点部门面临的最大障碍是气候变化适应资金有限,因为它没有得到优先考虑或授权。与此同时,重点行业面临的最大障碍是缺乏当地社区对气候变化项目的参与和关注。提供跨学科方法,以确保各利益相关者之间的相互学习和知识交流,以产生创新,全面和可持续的气候变化适应举措。三宝垄成立“城市团队”作为交流思想和知识的平台的经验证明,这种方法在操作上是可行的。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Examination of barriers to climate change adaptation: Experience from Semarang city, –Indonesia
Various studies have been conducted on the barriers to climate change adaptation in specific contexts, but they often focus only on particular sectors. This research aims to comprehensively assess the barriers to climate change adaptation across various stakeholder sectors at the city level. The case study in Semarang City is expected to provide insights for other cities, given that Semarang has extensive experiences in implementing climate change adaptation measures in Indonesia. The assessment of barriers is conducted through Focus Group Discussions and validated through in-depth interviews with relevant stakeholders in Semarang City. Our findings indicate that sectors prioritizing water, coastal, and marine resources face lower barriers and challenges compared to non-priority sectors such as agriculture, health, and other related sectors. The highest barrier in non-priority sectors is the limited funding for climate change adaptation, as it is not prioritized or mandated. Meanwhile, the highest barrier in priority sectors is the lack of participation and concern from local communities regarding climate change programs. A transdisciplinary approach is offered to ensure mutual learning and knowledge exchange among various stakeholders to generate innovative, comprehensive, and sustainable climate change adaptation initiatives. Semarang’s experience in forming a "City Team" as a platform for exchanging ideas and knowledge provides evidence that such approach can be operationally viable.
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