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This article describes how the governance arrangements of the 2.2 billion Euro water safety programme Room for the River are enabling a transition towards integrated river basin management in the Netherlands. We observe that in terms of integrating multiple objectives and spatial scales, the programme design and multi-level governance processes in the programme have enabled the establishment of integrated plans and designs. We conclude that Room for the River plays an important role in a transition to integrated river basin management in the Netherlands through practical implementation of the strategic policy vision for integrated water management. Also, through application of a mixed centralized -decentralized governance approach, the programme has tackled governance pitfalls related to centralized planning approaches that previously impeded integrated water management. Although several of the governance lessons of the programme are being adopted by, for example, the Delta Programme, we have identified a risk that continuity of the newly introduced governance approach may be lost when the Room for the River programme is completed in 2015.

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Worldwide, an increase in flood damage is observed. Governments are looking for effective ways to protect lives, buildings, and infrastructure. At the same time, a large investment gap seems to exist—a big difference between what should necessarily be done to curb the increase in damage and what is actually being done. Decision-makers involved in climate adaptation are facing fundamental (so-called deep) uncertainties. In the course of time, the scientific community has developed a wide range of different approaches for dealing with these uncertainties. One of these approaches, adaptation pathways, is gaining traction as a way of framing and informing climate adaptation. But research shows that “very little work has been done to evaluate the current use of adaptation pathways and its utility to practitioners and decision makers” (Lin et al. 2017, p. 387). With this paper, the authors, as action researchers and practitioners involved in two of the world’s largest real-life applications of this approach in flood risk management, aim to contribute to filling in that gap. Analysis of the experience in the United Kingdom and the Netherlands in long-term planning in flood risk management shows that the adaptation pathways approach is effective in keeping decision processes going forward, to the final approval of a long-term plan, and helps increase awareness about uncertainties. It contributes to political support for keeping long-term options open and motivates decision-makers to modify their plans to better accommodate future conditions. When it comes to implementing the plans, there are still some major challenges, yet to be addressed, amongst others: the timely detection of tipping points in situations with large natural variability, the inclusion of measures that prepare for a switch to transformational strategies, and the retention of commitment of regional and local authorities, non government organizations, and the private sector, to climate adaptation as national policies move from blueprint planning to adaptive plans. In delivering this feedback, the authors hope to motivate the scientific community to take on these challenges.

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There is a growing international recognition that flood risk management in optima forma should be a programmed and flexible process of continuously improving management practices by active learning about the outcome of earlier and ongoing interventions and drivers of change. In the Netherlands, such a long-term, adaptive flood risk management strategy is now being implemented. This so-called second Delta Programme aims to identify and exploit opportunities and capitalize on short-term benefits and opportunistic synergies that arise from change and will require adaptive policymaking. It also requires the financial and institutional means to operate in a long-lasting way, which at the very least, means engaging stakeholders, gathering and disseminating results and adaptation of future plans. Transferring the Dutch approach to other countries is a major challenge that calls for fundamental changes in institutional arrangements at various levels and thus requires customized programmes for strategic institutional change. Recent examples of transfer will provide important lessons of how institutional change can

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