Earlier this year, we were in a country called Suna. If it sounds unfamiliar, it is an imaginary developing country in West Africa. For one day, two dozen senior Ghanaian officials and business leaders in Accra participated in a simulation exercise. They were grappling with a question on whether to build a new hydroelectric dam in the backdrop of uncertain data on water availability for the next 50 years. Although the situation was fictionalized, the problem is quite real for decision makers in many parts of the world.
The broader question was: How do you prepare for the tough, contentious, complex decisions required to deal with impacts of climate change that now seem inevitable?
That question posed for the simulation exercise was key to the 13th edition of the World Resources Report: Decision Making in a Changing Climate (jointly published by the World Bank, UNDP, UNEP, and the World Resources Institute). We took a distinctly new approach to research and writing this report, one that engaged a wide range of experts and practitioners from the very beginning, as well as one that tried new techniques.
One important part of that new approach was to engage government officials, members of civil society and the private sector in two developing countries, Ghana and Vietnam, to participate in scenario exercises involving climate adaptation decisions. The goal was to learn how officials approached such decisions, how they would go about making them…and why.
The reason the core question is complex is the vast sea of uncertainty on the extent of future climate impacts. Between now and 2050, predictions in a 2010 World Bank report on the Economics of Adaptation to Climate Change, suggests that yearly rainfall in the country could plummet to 60% less than it is today or increase by as much as 49%.