committed funds for fundamental aspects of this plan (such as to support the
activities of the SRA) is problematic.
This section reflects briefly on the details of the governance assessment made as
part of the DROP project by the authors, and reflects upon the four qualities of
governance (extent, coherence, flexibility and intensity) underpinning drought
adaptation within the region. As discussed in Chap. 3, (1) extent means that all
elements are taken into account, (2) coherence means that elements of governance
are more reinforcing and not contradictory of each other, (3) flexibility is that
multiple roads to achieving goals are permitted and supported and (4) intensity
occurs when the governance context urges changes and improvements in the status
quo or current developments.
5.4.1 Extent
First, a high level of extent was observed in terms of stakeholders since their
involvement in the management of drought in Somerset region was very strong and
positive (cp. Sect. 5.2). The governance assessment revealed that the relationships
that do exist around drought are largely positive and these relationships were also
seen as having improved as a function of experience in the 2012 drought. The
extent and nature of these stakeholder networks have been further clarified in the
national drought framework released by the EA in June 2015 (Environment Agency
2015a). While the flood of 2013/14 was problematic and devastating for many, it
can also be argued that it positively enhanced the range and scales of actors and
networks involved in the issue of water management for the region, and the
strategies and instruments that were being adopted to deal with water management
particularly at the catchment level.
We found that there was a proactive anticipatory approach to drought management across water supply, nature and agriculture sectors in the Somerset region.
This is reflected in the sorts of activities brokered by SCC and the sub-partners of
the DROP project described in Sect. 5.3, and in the way that the partners involved
in DROP have also been key actors in the 20 Year Flood Action Plan and SRA. Our
assessment found that the types of strategies being suggested for increasing drought
resilience were comprehensive for drinking water, but that a larger range of
strategies for agriculture and nature specifically related to drought and water
scarcity adaptation still need to be developed and implemented.
In terms of the future, a complex and changing fiscal context for spending on
environmental issues such as climate change adaptation, water management and
flooding (Committee on Climate Change Adaptation 2014), including ongoing
reduction in overall funding of local authorities, EA and DEFRA may potentially
restrict the adaptation activities possible within the system. For example, the
20 Year Flood Action Plan and the SRA (and other such related partnership
activities for water management occurring in the region) will rely on financial
5 Governing for Drought and Water Scarcity …
97
activities of the SRA) is problematic.
This section reflects briefly on the details of the governance assessment made as
part of the DROP project by the authors, and reflects upon the four qualities of
governance (extent, coherence, flexibility and intensity) underpinning drought
adaptation within the region. As discussed in Chap. 3, (1) extent means that all
elements are taken into account, (2) coherence means that elements of governance
are more reinforcing and not contradictory of each other, (3) flexibility is that
multiple roads to achieving goals are permitted and supported and (4) intensity
occurs when the governance context urges changes and improvements in the status
quo or current developments.
5.4.1 Extent
First, a high level of extent was observed in terms of stakeholders since their
involvement in the management of drought in Somerset region was very strong and
positive (cp. Sect. 5.2). The governance assessment revealed that the relationships
that do exist around drought are largely positive and these relationships were also
seen as having improved as a function of experience in the 2012 drought. The
extent and nature of these stakeholder networks have been further clarified in the
national drought framework released by the EA in June 2015 (Environment Agency
2015a). While the flood of 2013/14 was problematic and devastating for many, it
can also be argued that it positively enhanced the range and scales of actors and
networks involved in the issue of water management for the region, and the
strategies and instruments that were being adopted to deal with water management
particularly at the catchment level.
We found that there was a proactive anticipatory approach to drought management across water supply, nature and agriculture sectors in the Somerset region.
This is reflected in the sorts of activities brokered by SCC and the sub-partners of
the DROP project described in Sect. 5.3, and in the way that the partners involved
in DROP have also been key actors in the 20 Year Flood Action Plan and SRA. Our
assessment found that the types of strategies being suggested for increasing drought
resilience were comprehensive for drinking water, but that a larger range of
strategies for agriculture and nature specifically related to drought and water
scarcity adaptation still need to be developed and implemented.
In terms of the future, a complex and changing fiscal context for spending on
environmental issues such as climate change adaptation, water management and
flooding (Committee on Climate Change Adaptation 2014), including ongoing
reduction in overall funding of local authorities, EA and DEFRA may potentially
restrict the adaptation activities possible within the system. For example, the
20 Year Flood Action Plan and the SRA (and other such related partnership
activities for water management occurring in the region) will rely on financial
5 Governing for Drought and Water Scarcity …
97