Strategic opportunities for nature-based solutions: Lessons for policy and practice from cross-city comparisons

Abstract

Nature-based solutions (NbS) can address urban infrastructure challenges exacerbated by climate change (e.g., flooding) and contribute to citizens’ quality of life, supporting both environmental and social policy goals. Despite those advantages, NbS can be a difficult ‘sell’ for policy makers in a wider context of social uncertainty and austerity. To support greater insight into the issues affecting market uptake, this scoping study draws on data from a EU Horizons project. The experience of government and business stakeholders in six cities (Liverpool, Valladolid, Izmir, Mantua, Ludwigsburg, and Medellin), serve as illustrative cases of market uptake from the NbS provider perspective. Drawing on interview, survey and secondary data, three strategic drivers (and barriers) of NbS investment emerged: Socio-cultural, financial and governance. At operational level, four types of NbS (Grand, customized, large scale and niche) and four types of strategic opportunities emerged: Tolerable (low cost: low benefit), Ruinous (high cost: low benefit), Best case (low cost: high benefit) and Aspirational (high cost: high benefit). On the supply side, funding and maintenance capabilities are the primary barriers to NbS implementation. On the demand side, insight into public perception of NbS is crucial. Drawing from this data, the three pillars of successful NbS projects are: (1) Relevant policy frameworks (global, national and municipal), (2) supporting mechanisms and resources for public-private partnerships and (3) engaging all stakeholders through targeted communications emphasizing all forms of value.